--
-- Host: localhost    Database: disknet_django
-- ------------------------------------------------------


--
-- Table structure for table `auth_group`
--

CREATE TABLE `auth_group` (
  `id` int(11) NOT NULL AUTO_INCREMENT,
  `name` varchar(80) NOT NULL,
  PRIMARY KEY (`id`),
  UNIQUE KEY `name` (`name`)
) ENGINE=InnoDB AUTO_INCREMENT=4 DEFAULT CHARSET=utf8;

--
-- Dumping data for table `auth_group`
--

INSERT INTO `auth_group` VALUES (1,'Hiwis'),(2,'Manager'),(3,'ManagerKIT');

--
-- Table structure for table `auth_group_permissions`
--

CREATE TABLE `auth_group_permissions` (
  `id` int(11) NOT NULL AUTO_INCREMENT,
  `group_id` int(11) NOT NULL,
  `permission_id` int(11) NOT NULL,
  PRIMARY KEY (`id`),
  UNIQUE KEY `auth_group_permissions_group_id_permission_id_0cd325b0_uniq` (`group_id`,`permission_id`),
  KEY `auth_group_permissio_permission_id_84c5c92e_fk_auth_perm` (`permission_id`),
  CONSTRAINT `auth_group_permissio_permission_id_84c5c92e_fk_auth_perm` FOREIGN KEY (`permission_id`) REFERENCES `auth_permission` (`id`),
  CONSTRAINT `auth_group_permissions_group_id_b120cbf9_fk_auth_group_id` FOREIGN KEY (`group_id`) REFERENCES `auth_group` (`id`)
) ENGINE=InnoDB AUTO_INCREMENT=58 DEFAULT CHARSET=utf8;

--
-- Dumping data for table `auth_group_permissions`
--

INSERT INTO `auth_group_permissions` VALUES (15,1,7),(16,1,8),(17,1,9),(1,1,13),(2,1,14),(18,1,16),(19,1,17),(20,1,18),(25,1,46),(3,2,7),(4,2,8),(5,2,9),(6,2,10),(7,2,11),(8,2,12),(9,2,13),(10,2,14),(11,2,15),(12,2,16),(13,2,17),(14,2,18),(29,2,39),(26,2,40),(27,2,41),(28,2,42),(21,2,43),(22,2,44),(23,2,45),(24,2,46),(30,3,7),(31,3,8),(32,3,9),(33,3,10),(34,3,11),(35,3,12),(36,3,13),(37,3,14),(38,3,15),(39,3,16),(40,3,17),(41,3,18),(42,3,39),(43,3,40),(44,3,41),(45,3,42),(46,3,43),(47,3,44),(48,3,45),(49,3,46),(50,3,53),(51,3,54),(52,3,55),(53,3,56),(54,3,57),(55,3,58),(56,3,59),(57,3,60);

--
-- Table structure for table `auth_permission`
--

CREATE TABLE `auth_permission` (
  `id` int(11) NOT NULL AUTO_INCREMENT,
  `name` varchar(255) NOT NULL,
  `content_type_id` int(11) NOT NULL,
  `codename` varchar(100) NOT NULL,
  PRIMARY KEY (`id`),
  UNIQUE KEY `auth_permission_content_type_id_codename_01ab375a_uniq` (`content_type_id`,`codename`),
  CONSTRAINT `auth_permission_content_type_id_2f476e4b_fk_django_co` FOREIGN KEY (`content_type_id`) REFERENCES `django_content_type` (`id`)
) ENGINE=InnoDB AUTO_INCREMENT=73 DEFAULT CHARSET=utf8;

--
-- Dumping data for table `auth_permission`
--

INSERT INTO `auth_permission` VALUES (1,'Can add choice',1,'add_choice'),(2,'Can change choice',1,'change_choice'),(3,'Can delete choice',1,'delete_choice'),(4,'Can add question',2,'add_question'),(5,'Can change question',2,'change_question'),(6,'Can delete question',2,'delete_question'),(7,'Can add construct',3,'add_construct'),(8,'Can change construct',3,'change_construct'),(9,'Can delete construct',3,'delete_construct'),(10,'Can add item',4,'add_item'),(11,'Can change item',4,'change_item'),(12,'Can delete item',4,'delete_item'),(13,'Can add publication',5,'add_publication'),(14,'Can change publication',5,'change_publication'),(15,'Can delete publication',5,'delete_publication'),(16,'Can add relation',6,'add_relation'),(17,'Can change relation',6,'change_relation'),(18,'Can delete relation',6,'delete_relation'),(19,'Can add log entry',7,'add_logentry'),(20,'Can change log entry',7,'change_logentry'),(21,'Can delete log entry',7,'delete_logentry'),(22,'Can add permission',8,'add_permission'),(23,'Can change permission',8,'change_permission'),(24,'Can delete permission',8,'delete_permission'),(25,'Can add group',9,'add_group'),(26,'Can change group',9,'change_group'),(27,'Can delete group',9,'delete_group'),(28,'Can add user',10,'add_user'),(29,'Can change user',10,'change_user'),(30,'Can delete user',10,'delete_user'),(31,'Can add content type',11,'add_contenttype'),(32,'Can change content type',11,'change_contenttype'),(33,'Can delete content type',11,'delete_contenttype'),(34,'Can add session',12,'add_session'),(35,'Can change session',12,'change_session'),(36,'Can delete session',12,'delete_session'),(37,'Can view choice',1,'view_choice'),(38,'Can view question',2,'view_question'),(39,'Can view construct',3,'view_construct'),(40,'Can view item',4,'view_item'),(41,'Can view publication',5,'view_publication'),(42,'Can view relation',6,'view_relation'),(43,'Can add model image',13,'add_modelimage'),(44,'Can change model image',13,'change_modelimage'),(45,'Can delete model image',13,'delete_modelimage'),(46,'Can view model image',13,'view_modelimage'),(47,'Can view log entry',7,'view_logentry'),(48,'Can view permission',8,'view_permission'),(49,'Can view group',9,'view_group'),(50,'Can view user',10,'view_user'),(51,'Can view content type',11,'view_contenttype'),(52,'Can view session',12,'view_session'),(53,'Can add project',14,'add_project'),(54,'Can change project',14,'change_project'),(55,'Can delete project',14,'delete_project'),(56,'Can view project',14,'view_project'),(57,'Can add meta construct',15,'add_metaconstruct'),(58,'Can change meta construct',15,'change_metaconstruct'),(59,'Can delete meta construct',15,'delete_metaconstruct'),(60,'Can view meta construct',15,'view_metaconstruct'),(61,'Can add site',16,'add_site'),(62,'Can change site',16,'change_site'),(63,'Can delete site',16,'delete_site'),(64,'Can view site',16,'view_site'),(65,'Can add flat page',17,'add_flatpage'),(66,'Can change flat page',17,'change_flatpage'),(67,'Can delete flat page',17,'delete_flatpage'),(68,'Can view flat page',17,'view_flatpage'),(69,'Can add model graph image',18,'add_modelgraphimage'),(70,'Can change model graph image',18,'change_modelgraphimage'),(71,'Can delete model graph image',18,'delete_modelgraphimage'),(72,'Can view model graph image',18,'view_modelgraphimage');

--
-- Table structure for table `auth_user`
--

CREATE TABLE `auth_user` (
  `id` int(11) NOT NULL AUTO_INCREMENT,
  `password` varchar(128) NOT NULL,
  `last_login` datetime(6) DEFAULT NULL,
  `is_superuser` tinyint(1) NOT NULL,
  `username` varchar(150) NOT NULL,
  `first_name` varchar(30) NOT NULL,
  `last_name` varchar(150) NOT NULL,
  `email` varchar(254) NOT NULL,
  `is_staff` tinyint(1) NOT NULL,
  `is_active` tinyint(1) NOT NULL,
  `date_joined` datetime(6) NOT NULL,
  PRIMARY KEY (`id`),
  UNIQUE KEY `username` (`username`)
) ENGINE=InnoDB AUTO_INCREMENT=25 DEFAULT CHARSET=utf8;

--
-- Dumping data for table `auth_user`
--

INSERT INTO `auth_user` VALUES (1,'pbkdf2_sha256$120000$I0TcpUyQPK0g$t4FYZpsBy3celVogDQbLBOqjMkdr+ziAVZs7cszvozE=','2023-01-20 21:34:42.774648',1,'daviddann','David','Dann','david.dann@kit.edu',1,1,'2018-04-28 15:36:08.000000'),(4,'pbkdf2_sha256$120000$6nWcNwGhLMJo$34TpSikda8kjSO3lPE+nGQOUU+zUJW00zWohYkKeK80=','2020-02-12 14:31:24.286700',0,'timmteubner','Timm','Teubner','teubner@tu-berlin.de',1,1,'2018-06-20 14:41:41.000000'),(5,'pbkdf2_sha256$120000$koPlwa6xbCjx$LjZtZpscqSlyqflXXaGhjMo4Dkzj6SbWPW+zQtS8V5s=','2019-03-21 14:55:38.461767',0,'christianmeske','Christian','Meske','christian.meske@fu-berlin.de',1,1,'2018-06-20 15:22:05.000000'),(6,'pbkdf2_sha256$120000$qv93JrTOA8U5$uoL9ZrLAo5Aq8fOGa02IDHrvp8LN8yFD2J9V8hcziYk=','2019-10-22 17:19:04.000000',0,'eceyalcn','Ece','Yalçın','eceyalcn@gmail.com',1,0,'2018-06-20 15:23:22.000000'),(7,'pbkdf2_sha256$120000$kLoVLL9IbATA$sN4tqEgf9L1dhPevzXvfCpr63FOsOt333aezOuPvTl4=','2018-11-12 09:27:32.000000',0,'graceko','Grace','Ko','grace.eunhae.ko@gmail.com',1,0,'2018-06-20 15:26:09.000000'),(8,'pbkdf2_sha256$120000$RDinwHLlXpiF$bcA5GLbbRi0EcU9JuIDdzWVjyl6hUo+18pzyZVL6QFw=','2024-05-23 12:38:47.663676',0,'burkhardtfunk','Burkhardt','Funk','funk@uni.leuphana.de',1,1,'2018-06-21 11:28:20.000000'),(9,'pbkdf2_sha256$120000$TeojbuutdxVU$ajkA4mdVOMTZ9iLGE0ygv0CCvBAplpeuGavmV5AWLF8=','2019-08-21 09:41:29.885292',0,'benjaminmueller','Benjamin','Müller','b.mueller@rug.nl',1,1,'2018-06-21 11:30:51.000000'),(10,'pbkdf2_sha256$120000$Ttwytvj6DkZV$yCrja76+EOYoEsBBk7DZFU2jslWeVAM1mHPX5YivreI=','2020-08-20 11:13:13.959370',0,'alexandermaedche','Alexander','Mädche','alexander.maedche@kit.edu',1,1,'2018-06-21 11:32:36.000000'),(11,'pbkdf2_sha256$120000$RPAIeanSTiAY$DLurYGkpBEpJTRKaE2u3/xwqM/u7MSPjyzI+NpC7d40=','2019-07-14 16:36:00.000000',0,'isilkilic','Isil','Kilic','isilkilic41@gmail.com',1,0,'2018-10-02 08:01:25.000000'),(12,'pbkdf2_sha256$120000$h7CW48zgKnUp$/I9YZ983aDHk9SjYiFqOtpw5GoT/+ISFzueZetcIvXs=','2019-08-10 08:06:29.000000',0,'egeacikgoz','Ege','Acikgoz','uyjis@student.kit.edu',1,0,'2018-10-02 08:05:07.000000'),(14,'pbkdf2_sha256$120000$Fu2REsk8TutX$tk6Iyf08q+mPONpUCsCN8VczsOZJEvlWmwzNrSccPpc=','2023-02-21 05:58:46.185615',0,'karindening','Karin','Dening','dening@uni.leuphana.de',1,1,'2019-02-05 08:24:09.000000'),(16,'pbkdf2_sha256$120000$OCVEVDLh867O$O+jddJzwydr7z7d/cM6scASX8jq2hUbueyRtp+dDAhk=','2019-07-22 01:40:52.000000',0,'siminhe','Simin','He','usdpb@student.kit.edu',1,0,'2019-02-28 07:23:51.000000'),(17,'pbkdf2_sha256$120000$RSXaa4kFk0YP$+ATKwPI2sovss+WriQ/QKUVW1atovuDBTWIPd7K4fws=','2019-10-24 06:51:56.000000',0,'nevenanikolajevic','Nevena','Nikolajevic','nevena.n@gmx.net',1,1,'2019-03-26 14:18:20.000000'),(21,'pbkdf2_sha256$120000$YrgpLOXfSXf0$lR40N9L7ytdVrRL+ns4feNjGThqiG3QtJgjC6Grp2FE=','2024-05-02 06:37:17.724295',1,'mgau','','','michael.gau@kit.edu',1,1,'2021-10-05 14:55:15.223885'),(22,'pbkdf2_sha256$120000$kSH7Utmw9Gc2$ScQP1k6oMCkWfNPtJSQ0Mf8Hhox9AwAW3ayBeSf34Q4=','2021-10-26 07:24:44.821281',0,'nevena.nikolajevic@kit.edu','Nevena','Nikolajevic','nevena.nikolajevic@kit.edu',1,1,'2021-10-06 11:46:08.000000'),(23,'pbkdf2_sha256$120000$xZyxn8rsP3GR$d0nxkeq5OqqagUOHuPyK8fYs/Oe6vNHd+3H7MK7ZDWE=','2024-05-02 06:43:34.864420',0,'leuphana1','','','',1,1,'2024-05-02 06:39:08.000000'),(24,'pbkdf2_sha256$120000$D7y62OSiKm33$C/1cwCwhqMIyyX2g+RuOmOwgrxNgROtBN638VROe4oc=',NULL,0,'leuphana2','','','',1,1,'2024-05-02 06:42:24.000000');

--
-- Table structure for table `auth_user_groups`
--

CREATE TABLE `auth_user_groups` (
  `id` int(11) NOT NULL AUTO_INCREMENT,
  `user_id` int(11) NOT NULL,
  `group_id` int(11) NOT NULL,
  PRIMARY KEY (`id`),
  UNIQUE KEY `auth_user_groups_user_id_group_id_94350c0c_uniq` (`user_id`,`group_id`),
  KEY `auth_user_groups_group_id_97559544_fk_auth_group_id` (`group_id`),
  CONSTRAINT `auth_user_groups_group_id_97559544_fk_auth_group_id` FOREIGN KEY (`group_id`) REFERENCES `auth_group` (`id`),
  CONSTRAINT `auth_user_groups_user_id_6a12ed8b_fk_auth_user_id` FOREIGN KEY (`user_id`) REFERENCES `auth_user` (`id`)
) ENGINE=InnoDB AUTO_INCREMENT=29 DEFAULT CHARSET=utf8;

--
-- Dumping data for table `auth_user_groups`
--

INSERT INTO `auth_user_groups` VALUES (17,1,3),(12,4,3),(4,5,2),(5,6,1),(6,7,1),(7,8,2),(8,9,2),(13,10,3),(10,11,1),(11,12,1),(16,14,1),(19,16,1),(20,17,1),(24,22,1),(25,22,2),(26,22,3),(27,23,1),(28,24,1);

--
-- Table structure for table `auth_user_user_permissions`
--

CREATE TABLE `auth_user_user_permissions` (
  `id` int(11) NOT NULL AUTO_INCREMENT,
  `user_id` int(11) NOT NULL,
  `permission_id` int(11) NOT NULL,
  PRIMARY KEY (`id`),
  UNIQUE KEY `auth_user_user_permissions_user_id_permission_id_14a6b632_uniq` (`user_id`,`permission_id`),
  KEY `auth_user_user_permi_permission_id_1fbb5f2c_fk_auth_perm` (`permission_id`),
  CONSTRAINT `auth_user_user_permi_permission_id_1fbb5f2c_fk_auth_perm` FOREIGN KEY (`permission_id`) REFERENCES `auth_permission` (`id`),
  CONSTRAINT `auth_user_user_permissions_user_id_a95ead1b_fk_auth_user_id` FOREIGN KEY (`user_id`) REFERENCES `auth_user` (`id`)
) ENGINE=InnoDB AUTO_INCREMENT=37 DEFAULT CHARSET=utf8;

--
-- Dumping data for table `auth_user_user_permissions`
--

INSERT INTO `auth_user_user_permissions` VALUES (1,22,7),(2,22,8),(3,22,9),(4,22,10),(5,22,11),(6,22,12),(7,22,13),(8,22,14),(9,22,15),(10,22,16),(11,22,17),(12,22,18),(13,22,39),(14,22,40),(15,22,41),(16,22,42),(17,22,43),(18,22,44),(19,22,45),(20,22,46),(21,22,53),(22,22,54),(23,22,55),(24,22,56),(25,22,57),(26,22,58),(27,22,59),(28,22,60),(29,22,65),(30,22,66),(31,22,67),(32,22,68),(33,22,69),(34,22,70),(35,22,71),(36,22,72);

--
-- Table structure for table `disknet_construct`
--

CREATE TABLE `disknet_construct` (
  `id` int(11) NOT NULL AUTO_INCREMENT,
  `name` varchar(200) NOT NULL,
  `definition` longtext,
  `publication_id` int(11) NOT NULL,
  PRIMARY KEY (`id`),
  KEY `disknet_construct_publication_id_b87436db_fk_disknet_p` (`publication_id`),
  CONSTRAINT `disknet_construct_publication_id_b87436db_fk_disknet_p` FOREIGN KEY (`publication_id`) REFERENCES `disknet_publication` (`id`)
) ENGINE=InnoDB AUTO_INCREMENT=6251 DEFAULT CHARSET=utf8;

--
-- Dumping data for table `disknet_construct`
--

INSERT INTO `disknet_construct` VALUES (14,'Facilitating Conditions','none',14),(15,'Behavioral Intention','none',14),(16,'Behavioral Expectation','none',14),(17,'Duration of use','none',14),(18,'Frequency of use','none',14),(19,'Intensity of Use','none',14),(20,'Gender','none',14),(21,'Age','none',14),(22,'Portal Affiliation','',34),(23,'Peer Customer Endorsement','',34),(24,'Trusting Beliefs','',34),(25,'Attitude','',34),(26,'Intention to Buy','',34),(27,'Actual Buying','',34),(28,'Defense of Necessity','',56),(29,'Appeal to Higher Loyalities','',56),(30,'Condemn the Condemners','',56),(31,'Metaphor of the Ledger','',56),(32,'Denial of Injury','',56),(33,'Denial of Responsibility','',56),(34,'Neutralization','',56),(35,'Intention to Violate IS Security Policy','',56),(36,'Formal Sanctions','',56),(37,'Informal Sanctions','',56),(38,'Shame','',56),(39,'Sample','',56),(40,'Scenario','',56),(41,'Realism','',56),(42,'Gender','',56),(43,'Age','',56),(44,'Work Experience','',56),(45,'User Participation in SRM','',57),(46,'User Participation in Controls','',57),(47,'User Participation in Accountability','',57),(48,'User Participation','',57),(49,'Awareness','',57),(50,'Demonstrated Ownership','',57),(51,'Organizational Awareness','',57),(52,'User Business Perspective','',57),(53,'Business-based Strategy','',57),(54,'Business-Aligned SRM','',57),(55,'Access Control','',57),(56,'Segregated Duties','',57),(57,'Security Policy','',57),(58,'Control Development','',57),(59,'Reduced Deficiencies','',57),(60,'Increased Efficiencies','',57),(61,'Control Performance','',57),(62,'Information Security Policy Awareness','',58),(63,'Information Security Awareness','',58),(64,'General Awareness','',58),(65,'Intrinsic Benefit','',58),(66,'Safety','',58),(67,'Rewards','',58),(68,'Work Impediment','',58),(69,'Intrinsic Cost','',58),(70,'Vulnerability','',58),(71,'Sanctions','',58),(72,'Benefit of Compliance','',58),(73,'Cost of Compliance','',58),(74,'Cost of Noncompliance','',58),(75,'Attitude','The degree to which the performance of the compliance behavior is positively valued.',58),(76,'Normative Beliefs','An employee\'s perceived social pressure about com pliance with the requirements of the ISP caused by behavioral expectations of such important referents as executives, colleagues, and managers.',58),(77,'Intention to Comply','An employee\'s intention to protect the information and technology resources of the organization from potential security breaches.',58),(78,'Self-Efficacy to Comply','An employee\'s judgment of personal skills, knowl edge, or competency about fulfilling the requirements of the ISP.',58),(79,'Anger','',63),(80,'Anxiety','',63),(81,'Venting','',63),(82,'Seek Soc Support','',63),(83,'Distancing','',63),(84,'IT Use','',63),(85,'Resource Allocation','',63),(86,'Information','',63),(87,'Negotiator','',63),(88,'Figurehead','',63),(89,'Happiness','',63),(90,'Excitement','',63),(91,'Task Adaptation','',63),(92,'Seek Instr. Support','',63),(93,'Support for modeling business rules','',69),(94,'Support for modeling logs of state changes','',69),(95,'Support for modeling the structure of the modeled process','',69),(96,'Support for modeling real-world objects','',69),(97,'Support for modeling transformations','',69),(98,'Support for modeling events','',69),(99,'Use of the Pool symbol','',69),(100,'Use of the Lane symbol','',69),(101,'Use of the Basic Event symbol','',69),(102,'Use of the Text Annotation symbol','',69),(103,'Use of the Off-page Connector symbol','',69),(104,'Use of the Multiple Instances symbol','',69),(105,'Perceived Usefulness','',69),(106,'Perceived Ease of Use','',69),(107,'Security','',74),(108,'Download Delay','',74),(109,'Navigability','',74),(110,'Visual Appeal','',74),(111,'Web Site Quality','',74),(112,'Asymmetries of Information','',74),(113,'Signal Credibility','',74),(114,'Product Quality','',74),(115,'Behavioral Intention','',74),(116,'Computer Playfulness','',74),(117,'System Capability Shortcomings','',80),(118,'System Reliability','',80),(119,'System Support Availability','',80),(120,'System Support Cost','',80),(121,'Replacement Intention','',80),(122,'System Investment','',80),(123,'Technical Integration','',80),(124,'Facial Similarity','',87),(125,'Body Similarity','',87),(126,'Avatar Identification','',87),(127,'Emotional Attachment','',87),(128,'Perceived Diagnosticity','',87),(129,'Intention to Use Avatar','',87),(130,'Self-Satisfaction','',87),(131,'Negative Reaction to Scanning','',87),(132,'Perceived Ease of Use','',87),(133,'Shopping Experience','',87),(134,'Social Awareness','',89),(135,'Location Awareness','',89),(136,'Task Awareness','',89),(137,'Cognitive Absorption','',89),(138,'Intention to Return','',89),(139,'Interactivity','',91),(140,'Sociability','',91),(141,'Density','',91),(142,'Stability','',91),(143,'Telepresence','',91),(144,'Social Presence','',91),(145,'Flow','',91),(146,'Intention to Purchase','',91),(147,'Work Overload','',93),(148,'Work Home Conflict','',93),(149,'Invasion of Privacy','',93),(150,'Role Ambiguity','',93),(151,'Strain','',93),(152,'Usefulness','',93),(153,'Complexity','',93),(154,'Reliability','',93),(155,'Presenteeism','',93),(156,'Anonymity','',93),(157,'Pace of Change','',93),(158,'Job Insecurity','',93),(159,'Negative Affectivity','',93),(160,'Quality of PPRs','',94),(161,'Website Knowledge','',94),(162,'Product Evaluation Cost','',94),(163,'Decision-Making Quality','',94),(164,'Repurchase Intention','',94),(165,'Website Usability','',94),(166,'Quality of Product Information','',94),(167,'Product Selection','',94),(168,'Decision-Making Involvement','',94),(169,'Price Perception','',94),(170,'Product Screening Cost','',94),(171,'Incumbent System Habit','',100),(172,'Sunk Costs','',100),(173,'Transition Costs','',100),(174,'Inertia','',100),(175,'PEOU','',100),(176,'Relative Advantage','',100),(177,'Subjective Norm','',100),(178,'Intention to Use New System','',100),(179,'Propensity to Resist Change','',100),(180,'GD Experience','',100),(181,'Self-Efficacy','',100),(191,'Novel Situations','',112),(192,'Discrepancies','',112),(193,'Deliberate Initiatives','',112),(194,'Facilitating Conditions','',112),(195,'Personal Innovativeness in IT','',112),(196,'Adaptive System Use','',112),(197,'Environmental','',172),(198,'Financial','',172),(199,'Accessibility','',172),(200,'Competitive Pressure','',172),(201,'Participation Among Other Drivers','',172),(202,'Organizational Pressure','',172),(203,'Industry Pressure','',172),(204,'Intentions to Continue Use','',172),(205,'Satisfaction with vendor','',187),(206,'Trust in vendor','',187),(207,'Perceived effectiveness of institutional mechanisms','',187),(208,'Repurchasing Intention','',187),(209,'Website Quality','',187),(210,'Reputation','',187),(211,'Familiarity with vendor','',187),(212,'Satisfaction (Internet)','',187),(213,'Gender','',187),(214,'Income','',187),(215,'Education','',187),(216,'Expertise','',187),(217,'Product characteristics','',187),(218,'Performance','',267),(219,'Exploitive Technology Adaptation','',267),(220,'Exploratory Technology Adaptation','',267),(221,'Exploratory Task Adaptation','',267),(222,'Exploitive Task Adaptation','',267),(223,'Personal Innovativeness with Mobile Phone IT','',267),(224,'Computer Self Efficacy','',267),(225,'Experience with Technology','',267),(226,'XXX','XXX1',328),(227,'XXX','XXX',328),(228,'Performance','Assessment of an employees overall job effectiveness (p. 1281)',328),(229,'Satisfaction','How content an employee is with his or her job (p. 1281)',328),(230,'Perceived ease of use','n/a (Bock et al. 2006; He et al. 2009) (p.1294)',328),(231,'Perceived usefulness','n/a (He et al. 2009) (p.1294)',328),(232,'Loss of knowledge power','n/a (Kankanhalli et al. 2005) (p. 1294)',328),(233,'Codification effort','n/a (Kankanhalli et al. 2005) (p. 1294)',328),(234,'Organizational reward','n/a (Kankanhalli et al. 2005) (p. 1294)',328),(235,'Image','n/a (Kankanhalli et al. 2005) (p. 1294)',328),(236,'Reciprocity','n/a (Kankanhalli et al. 2005) (p. 1294)',328),(237,'Knowledge self-efficacy','n/a (Kankanhalli et al. 2005) (p. 1294)',328),(238,'Enjoyment in helping others','n/a (Kankanhalli et al. 2005) (p. 1294)',328),(239,'Trust','n/a (Kankanhalli et al. 2005) (p. 1294)',328),(240,'Conscientiousness','A personality trait that is a consistent predictor of individual performance (p. 1294)',328),(241,'Computer self-efficacy','',328),(242,'Change management support','n/a (Venkatesh et al. 2011) (p. 1290)',328),(243,'Training satisfaction','n/a (Venkatesh et al. 2011) (p. 1290)',328),(244,'Expertise','Employees level of expertise as perceived and rated by peers',328),(245,'Rank','4-level representation of different employee ranks',328),(246,'Help seeking ties','Dyadic links between two employees where the focal employee is seeking the help of others (',328),(247,'Help providing ties','Dyadic link between two employees where the focal employee is providing help to others (',328),(248,'Job outcomes','Aggregate construct to represent an employees job performance and job satisfaction',328),(249,'Post','Counts the number of postings on a KMS system in use',328),(250,'Search','Counts the number of searches on a KMS system in use',328),(251,'Comment','Counts the number of comments on a KMS system in use',328),(252,'Rate','Counts the number of ratings on a KMS system in use',328),(253,'Tenure','Number of years an employee has been working for the company in question',328),(254,'Computer experience','Number of years an eymployee reports to have computer experience',328),(255,'ABDSS Use','',1605),(256,'Choice Set Size','',1605),(257,'Perceived Usefulness','',1605),(258,'Perceived Ease of Use','',1605),(259,'Perceived Enjoyment','',1605),(260,'Perceived Control','',1605),(261,'Intention to Purchase','',1605),(262,'Intention to Return','',1605),(263,'D1','',1605),(264,'D2','',1605),(265,'RA Learning','',1606),(266,'RA Transaction','',1606),(267,'RA Informational Convenience','',1606),(268,'Relative Advantage','',1606),(269,'Behavioral Intent Web 38%','',1606),(270,'BI Information','',1606),(271,'BI Transaction','',1606),(272,'RA Informational Trust','',1606),(273,'Asset Specificity (AS)','',1610),(274,'Non-contractibility (NC)','',1610),(275,'Specialized Products','',1610),(276,'IT Capability','',1610),(277,'Competitive Strategy','',1610),(278,'Relational Supply Chain Strategy','',1610),(279,'Firm Size','',1610),(280,'Likelihood of Reverse Auction Use (RAU)','',1610),(281,'Transactive Memory System','',1617),(282,'IT Support for KM','',1617),(283,'Knowledge Sharing','',1617),(284,'Knowledge Application','',1617),(285,'Team Performance','',1617),(286,'Customer Service','',1631),(287,'Website Design','',1631),(288,'Pricing','',1631),(289,'Product Uncertainty','',1631),(290,'Retailer Visibility','',1631),(291,'Customer Satisfaction','',1631),(292,'Perceived usefulness','',1672),(293,'Perceived enjoyment','',1672),(294,'Perceived network size','',1672),(295,'Social presence','',1672),(296,'Perceived ease of use','',1672),(297,'Self-efficacy','',1672),(298,'Availability','',1672),(299,'Purchase intention','',1672),(300,'Perceived size','',1673),(301,'Perceived Network Externalities','',1673),(302,'Perceived Benefit','',1673),(303,'Behavioral Intention','',1673),(304,'Ease of use','',10001),(305,'Perceived usefulness','',10001),(306,'System usage','',10001),(307,'IS Performance','',10003),(308,'IS Performance Expectations','',10003),(309,'Equitable work performance fulfillment','',10003),(310,'Equitable relatedness fulfillment','',10003),(311,'Equitable self-development fulfillment','',10003),(312,'End of user IS satisfaction','',10003),(317,'System size','',10007),(318,'Maintenance effort','',10007),(319,'Life Expectancy','',10007),(320,'System age','',10007),(321,'Portfolio Complexity','',10007),(333,'Encouragement by others','',10012),(334,'Others use','',10012),(335,'Support','',10012),(336,'Computer self-efficacy','',10012),(337,'Outcome Expectations-Performance','',10012),(338,'Outcome Expectations-Personal','',10012),(339,'Affect','',10012),(340,'Anxiety','',10012),(341,'Usage','',10012),(343,'Rational Persuasion','',10014),(344,'Consultation','',10014),(345,'Personal Appeal','',10014),(346,'Exchange','',10014),(347,'Coalition','',10014),(348,'Pressure','',10014),(349,'Influence Outcome','',10014),(350,'Service Level Objectives','',10018),(351,'Process Ownership Plan','',10018),(352,'Service Level Contents','',10018),(353,'Future Demand Management Plan','',10018),(354,'Anticipated Change Plan','',10018),(355,'Innovation Plan','',10018),(356,'Feedback Plan','',10018),(357,'Communication Plan','',10018),(358,'Measurement Charter','',10018),(359,'Conflict Arbitration Charger','',10018),(360,'Enforcement Plan','',10018),(361,'Relational Norms (RN)','',10018),(362,'Harmonious Conflict Resolution (HCR)','',10018),(363,'Mutual Dependence (MD)','',10018),(364,'Trust (TR)','',10018),(365,'Commitment (CM)','',10018),(366,'Foundation Characteristics (FC)','',10018),(367,'Change Characteristics (CC)','',10018),(368,'Governance Characteristics (GC)','',10018),(369,'Length of Association (L)','',10018),(370,'Type of IT Activity','',10018),(371,'Event of Subsitution','',10018),(372,'Internal Computing Support','',10021),(373,'Internal Computing Training','',10021),(374,'Management Support','',10021),(375,'External Computing Support','',10021),(376,'External Computing Training','',10021),(389,'Perceived Usefulness (PU)','',10024),(390,'Customer Satisfaction (SAT)','',10024),(391,'Personalization (PER)','',10024),(392,'Learning (LRN)','',10024),(393,'Loyalty','',10024),(394,'Switching Costs','',10024),(395,'Usage Intention','',10024),(396,'Word-of-Mouth','',10024),(397,'Willingness to Pay','',10024),(398,'Inattentiveness to Alternatives','',10024),(399,'Perceived personalization','Perceived personalization indicates an RA\'s under standing of a particular customer\'s personal needs.',10025),(400,'Familiarity','Familiarity indicates the customer\'s understanding of the RA.',10025),(401,'Cognitive trust in competence','A customer\'s rational expectation that an RA has the capability to provide good product recommendations.',10025),(402,'Cognitive trust in integrity','A customer\'s rational expectation that an RA will provide objective advice.',10025),(403,'Emotional Trust','A customer\'s feelings of security and comfort about relying on an RA for the decision on what to buy.',10025),(404,'The intention to adopt as a delegated agent','',10025),(405,'The intention to adopt as a decision aid','',10025),(406,'Software Team Autonomy','',10027),(407,'Software Team Diversity','',10027),(408,'Software Team Response Extensiveness','',10027),(409,'Software Team Response Efficiency','',10027),(410,'On-Time Completion','',10027),(411,'On-Budget Completion','',10027),(412,'Software Functionality','',10027),(413,'ERP Assimilation','',10029),(414,'Mimetic Forces','',10029),(415,'Coercive Forces','',10029),(416,'Top management participation','',10029),(417,'Absorptive capacity','',10029),(418,'Normative Forces','',10029),(419,'Organization compatibility','',10029),(420,'Top Management belief','',10029),(428,'Cooperative Interdependence','',10031),(429,'Collaborative Elaboration','',10031),(430,'Long-Term Outcomes','',10031),(431,'Client Learning','',10031),(432,'Short-Term Outcomes','',10031),(433,'Developers Communication Quality','',10031),(434,'Perceived Workload (PWL)','',10035),(435,'Role Ambiguity (RA)','',10035),(436,'Role Conflict (RC)','',10035),(437,'Autonomy (AUT)','',10035),(438,'Fairness of Rewards','',10035),(439,'Work Exhaustion (WE)','',10035),(440,'Turnover Intention (TOI)','',10035),(441,'Moral Recognition','',10036),(442,'Moral Judgement','',10036),(443,'Moral Intention','',10036),(444,'Using Behavior','',10036),(445,'Buying Behavior','',10036),(446,'Customizability','',10037),(447,'Reusability','',10037),(448,'Process Flexibility','',10037),(449,'Process Predictability','',10037),(450,'Competitive Performance','',10037),(451,'Top Management Leadership','',10040),(452,'Quality policy','',10040),(453,'Rewards','',10040),(454,'Skill Development','',10040),(455,'Fact-Based Management','',10040),(456,'Process Control','',10040),(457,'User Participation','',10040),(458,'Empowerment','',10040),(459,'Product Quality','',10040),(460,'Process Management Efficiency','',10040),(461,'A priori Attitudes','',10041),(462,'Group Communication Media','',10041),(463,'Majority Opinion','',10041),(464,'Intra-group Conflict','',10041),(465,'Expert Opinion','',10041),(466,'Group Valence','',10041),(467,'Complexity of Technology','',10041),(468,'Fit of Task with Technology','',10041),(469,'Groups Strength of Adoption of the Technology','',10041),(470,'Satisfaction','',10041),(471,'Task Performance','',10041),(476,'Interactional Justice','',10043),(477,'Procedural Justice','',10043),(478,'Distributive Justice','',10043),(479,'Perceived Justice','',10043),(480,'Information Privacy Concerns','',10043),(481,'Societal Benefits from complaining','',10043),(482,'Refusal','',10043),(483,'Misrepresentation','',10043),(484,'Removal','',10043),(485,'Negative Word-of-Mouth','',10043),(486,'Complaining Directly to Online Companies','',10043),(487,'Complaining Indirectly to 3rd-party Organizations','',10043),(488,'Mimetic Pressures','',10044),(489,'Coercive Pressures','',10044),(490,'Normative Pressures','',10044),(491,'Firm Size','',10044),(492,'Size of IT Department','',10044),(493,'Extent of EDI Applications Implementations','',10044),(494,'Float Management Practice','',10044),(505,'Complexity of PC Use','',10045),(506,'Job Fit With PC Use','',10045),(507,'Long-Term Consequences of PC Use','',10045),(508,'Affect Towards PC Use','',10045),(509,'Social Factors Influencing PC Use','',10045),(510,'Facilitating Conditions for PC Use','',10045),(511,'Utilization of PCs','',10045),(512,'Affective Appraisals','',10046),(513,'Time Distortion','',10046),(514,'Perceived Relevance','',10046),(515,'Heightened Enjoyment','',10046),(516,'Cognitive Appraisals','',10046),(517,'Use Intention','',10046),(518,'Perceived Waiting Time','',10046),(519,'Focused Immersion','',10046),(520,'Perceived Image Motion','',10046),(521,'IT-Enabled Planning and Control','',10047),(522,'Normative Contacts','',10047),(523,'Supplier\'s Relation-Specific Business Process Investments','',10047),(524,'Modification Flexibility','',10047),(525,'Buyer\'s Manufacturing Goals Achievement','',10047),(541,'Management Support','',10049),(542,'Champion','',10049),(543,'Resources','',10049),(544,'User Participation','',10049),(545,'Team Skills','',10049),(546,'Source Systems','',10049),(547,'Development Technology','',10049),(548,'Organizational Implementation Success','',10049),(549,'Project Implementation Success','',10049),(550,'Technical Implementation Success','',10049),(551,'Data Quality','',10049),(552,'System Quality','',10049),(553,'Perceived Net Benefits','',10049),(559,'Ideology','',10052),(560,'Loyalty','',10052),(561,'Identification','',10052),(562,'Endorsement','',10052),(563,'Community Involvement','',10052),(564,'User-Brand Extension','',10052),(565,'World-of-Mouth','',10052),(566,'Degree of outsourcing','',10053),(567,'Comparative in-house systemic impact advantage','',10053),(568,'Comparative in-house advantage in systemic view propensity','',10053),(569,'Comparative in-house production cost advantage','',10053),(570,'Comparative in-house transaction cost advantage','',10053),(571,'Pro-outsourcing attitude of others','',10053),(572,'Outsourcing decision making discretion','',10053),(573,'Firm size','',10053),(574,'Organizational Characteristic','',10053),(575,'Market for the product','',10054),(576,'Competitive environment','',10054),(577,'Business risk','',10054),(578,'Agency risk','',10054),(579,'VC funding decision','',10054),(597,'Relevance','',10057),(598,'Timeliness','',10057),(599,'Reliability','',10057),(600,'Scope','',10057),(601,'Access','',10057),(602,'Usability','',10057),(603,'Navigation','',10057),(604,'Information Quality','',10057),(605,'System Quality','',10057),(606,'Service Usage Increase','',10057),(607,'Information Motivation','',10057),(608,'Service Usage Decrease','',10057),(609,'Entertainment Motivation','',10057),(610,'Perceived Application Backlog','',10059),(611,'Previous Computer Experience / Training','',10059),(612,'Perceived Helpfulness of EUC Policies','',10059),(613,'Perceived Organizational Support of EUC Application Development','',10059),(614,'Perceived Quality of End-User Application Developmnet Tools','',10059),(615,'Motivation to Develop Applications','',10059),(616,'User Attitudes towards End-User Development','',10059),(617,'End-user Information Satisfaction','',10059),(618,'Application Utilization','',10059),(619,'Internalization','',10060),(620,'Externalization','',10060),(621,'Combination','',10060),(622,'Socialization','',10060),(623,'Knowledge Management Satisfaction','',10060),(652,'Perceived Ease of Use','The degree to which a person believes that using a particular system would be free of effort.',10063),(653,'Perceived Long-term Usefulness','The degree to which a person believes that using a particular system would enhance his or her job performance in long terms.',10063),(654,'Perceived Near-term Usefulness','The degree to which a person believes that using a particular system would enhance his or her job performance in the near term.',10063),(655,'Behavioral Intention to Use','Jointly determined by a person\'s attitude toward using the system and its perceived usefulness.',10063),(656,'CIO human capital','',10064),(657,'CIO structural power','',10064),(658,'Organizational support for IT','',10064),(659,'CIO supply-side leadership','',10064),(660,'CIO demand-side leadership','',10064),(661,'IT contribution to firm efficiency','',10064),(662,'IT Contribution to Strategic Growth','',10064),(664,'Navigation Design','',10065),(665,'Visual Design','',10065),(666,'Information Design','',10065),(667,'Trust','',10065),(668,'Satisfaction','',10065),(669,'E-loyalty','',10065),(670,'Risk Factors','',10066),(671,'Project Management Practices','',10066),(672,'Project Process Performance','',10066),(673,'Project Product Performance','',10066),(674,'Knowledge Resources Risk','',10066),(675,'Structural Risk (Size & Tech Complexity)','',10066),(676,'Organizational Support Risk','',10066),(677,'Volatility Risk','',10066),(678,'Knowledge Resources','',10066),(679,'Organizational Support Resources','',10066),(689,'Intelligence','',10068),(690,'Design','',10068),(691,'Choice','',10068),(692,'Satisfaction','',10068),(693,'Time Saving','',10068),(694,'Cost Saving','',10068),(695,'Control','',10069),(696,'Two-way communication','',10069),(697,'Synchronicity','',10069),(698,'Communication Openness','',10069),(699,'Discussion efficiency','',10069),(700,'Task discussion effectiveness','',10069),(701,'Interactivity','',10069),(702,'Communication Quality','',10069),(703,'Process Satisfaction','',10069),(704,'Status Effects','',10069),(705,'Status Effects x Communication Quality','',10069),(706,'Age','',10069),(707,'Years of Education','',10069),(708,'Years of work experience','',10069),(709,'Computer experience','',10069),(717,'Government Support, Legal Framework, Social Openness','',10072),(718,'Business and Technology Investment','',10072),(719,'Socioeconomic Level','',10072),(720,'Technology Utilization','',10072),(721,'Graphics','',10073),(722,'Prototyping','',10073),(723,'Data Dictionary','',10073),(724,'General Features','',10073),(725,'Coding','',10073),(726,'Analysis','',10073),(727,'Relative Individual Goal Attainment','',10074),(728,'Satisfaction with Decision','',10074),(729,'Satisfaction with Process','',10074),(730,'GSS','',10075),(731,'Production Blocking','',10075),(732,'Free Riding','',10075),(733,'Sucker Effect','',10075),(734,'Group Cohesion','',10075),(735,'Self-Reported Learning','',10075),(736,'Affective Reward','',10075),(737,'Time Period','',10075),(738,'Usefulness of Internet-accessible Code','',10076),(739,'Severity of time pressure','',10076),(740,'Cost of compliance','',10076),(741,'Punishment severity (firm)','',10076),(742,'Punishment severity (developer)','',10076),(743,'Punishment certainty','',10076),(744,'Attitude','',10076),(745,'Ethical work climate: Law & code','',10076),(746,'Subjective norm','',10076),(747,'Ethical work climate: Rules','',10076),(748,'Perceived behavioral control','',10076),(749,'Intention','',10076),(750,'Asset Specificity','',10077),(751,'Complexity','',10077),(752,'Frequency Uncertainty','',10077),(753,'Volume Uncertainty','',10077),(754,'Product Characteristics','',10077),(755,'Demand Uncertainty','',10077),(756,'Market Volatility','',10077),(757,'Adoption Among Competitors','',10077),(758,'Perceived Success of Competitor Adopters','',10077),(759,'Adoption Among Suppliers','',10077),(760,'Participation in Promoting Organizations','',10077),(761,'Mimetic Pressures','',10077),(762,'Coercive Pressure: Perceived Dominance of Supplier Adopters','',10077),(763,'Normative Pressures','',10077),(764,'IT Capabilities','',10077),(765,'Organization Size','',10077),(766,'Adoption Intent','',10077),(767,'Participation Level','',10077),(768,'Technostress','',10078),(769,'Productivity','',10078),(770,'Role Stress','',10078),(771,'Role Conflict','',10078),(772,'Role Overload','',10078),(775,'Environmental Uncertainty','',10080),(776,'Virtual Integration','',10080),(777,'Manufacturing Flexibility','',10080),(778,'Cost Advantage','',10080),(779,'Supplier Responsiveness','',10080),(790,'Technology Readiness','',10083),(791,'Firms Size','',10083),(792,'Global Scope','',10083),(793,'Financial Resources','',10083),(794,'Competition Intensity','',10083),(795,'Regulatory Environment','',10083),(796,'E-Business Value','',10083),(822,'Behavioral Intention','',10086),(823,'Attitudes towards behaviour','',10086),(824,'Subjective norms','',10086),(825,'Perceived behavioural control','',10086),(826,'Perceived ease of use','',10086),(827,'Perceived usefulness','',10086),(828,'Awareness','',10086),(829,'Controllability','',10086),(830,'Self-efficacy','',10086),(831,'Behavioral Intention constrained','',10086),(832,'Attitudes towards behaviour constrained','',10086),(833,'Age','',10086),(834,'Sex','',10086),(845,'Relative benefits of Mobile Banking','',10088),(846,'Personal Propensity of Trust','',10088),(847,'Structural Assurances in Mobile Banking','',10088),(848,'Firm reputation','',10088),(849,'Initial Trust in Mobile Banking','',10088),(850,'Usage Intention of Mobile Banking','',10088),(863,'Knowledge Articulation','',10090),(864,'Project Success','',10090),(865,'Knowledge Codification','',10090),(866,'Experience Accumulation','',10090),(867,'Team Learning','',10090),(868,'Cross-Project Learning Transfer','',10090),(869,'Phase of Project','',10090),(870,'Size of Project','',10090),(871,'Type of Project','',10090),(872,'Mobile Phone Use Habit','',10091),(873,'Self-Regulation','',10091),(874,'Mobile Phone Use Duration','',10091),(875,'Negative Consequences','',10091),(876,'Systems support readiness','',10092),(877,'Network Paradigm & Roles','',10092),(878,'Perceived benefits','',10092),(879,'Governance capability','',10092),(880,'Social embeddedness','',10092),(881,'Competitive pressure','',10092),(882,'Governmental Intervention','',10092),(883,'Intent to increase B2Bi Sophistication','',10092),(884,'Information Quality','',10093),(885,'System Quality','',10093),(886,'Service Quality','',10093),(887,'Perceived Value','',10093),(888,'User Satisfaction','',10093),(889,'Intention to Reuse','',10093),(890,'Self-efficacy','',10094),(891,'Perceived Financial Resource','',10094),(892,'Perceived Usefulness','',10094),(893,'Perceived Ease of Use','',10094),(894,'Perceived Credibility','',10094),(895,'Behavioral Intention','',10094),(896,'Satisfaction','',10095),(897,'Relative advantage','',10095),(898,'Trialability','',10095),(899,'Compatibility','',10095),(900,'Complexity (ease of use)','',10095),(901,'Observability','',10095),(902,'Age','',10096),(903,'Gender','',10096),(904,'Extent of SNS usage','',10096),(905,'Number of friends in SNS','',10096),(906,'Type of relationship','',10096),(907,'Subjective social support norm','',10096),(908,'SNS exhaustion','',10096),(909,'SNS satisfaction','',10096),(910,'SNS discontinuous usage intention','',10096),(911,'Social Overload','',10096),(912,'Need for Fast & Reliable IT (Low Need, High Need)','',10097),(913,'Need for New IT (Low=Defensive, High=Offensive)','',10097),(914,'Level of ITG by the Board','',10097),(915,'Perceived Organizational Performance','',10097),(922,'Perceived Enjoyment','',10099),(923,'Perceived Usefulness','',10099),(924,'Perceived Ease of Use','',10099),(925,'Intent','',10099),(926,'Use','',10099),(927,'Superior Coercive Pressures','',10100),(928,'Latent-user Coercive Pressures','',10100),(929,'Coercive Pressures','',10100),(930,'Mimetic Pressures','',10100),(931,'Normative Pressures','',10100),(932,'Top Management Commitment','',10100),(933,'Financial Resources','',10100),(934,'IT Human Resources','',10100),(935,'Intention to Adopt G2G','',10100),(936,'Completion Effect (CE)','',10101),(937,'Self-Justification (SJ)','',10101),(938,'Sunk Cost (SC)','',10101),(939,'Willingness to Continue Bidding (WCB)','',10101),(940,'Overbidding Behavior (OB)','',10101),(941,'Competition Intensity (CI)','',10101),(942,'IT capability','',10102),(943,'Firm performance','',10102),(944,'Proactive corporate environmental strategy','',10102),(945,'Firms Size','',10102),(946,'Talent Development Practices Implementation','',10102),(947,'Quality Management Practices Implemantation','',10102),(948,'Social Desirability Bias','',10103),(949,'Time Spent Per-day (Past Behavior)','',10103),(950,'Comprehensiveness of Usage (Past Behavior)','',10103),(951,'Perceived Enjoyment','',10103),(952,'Habit','',10103),(953,'Addiction (Pathological)','',10103),(954,'High Engagement (Non-pathological)','',10103),(955,'Age','',10103),(956,'Price','',10104),(957,'Response Time','',10104),(958,'Conversation','',10104),(959,'Satisfaction','',10104),(960,'Continuance','',10104),(961,'Relationship','',10105),(962,'Escapism','',10105),(963,'Mechanics','',10105),(964,'Advancement','',10105),(965,'Game Playing','',10105),(966,'Addiction','',10105),(967,'Attention Switching','',10105),(968,'Dissuasion','',10105),(969,'Rationalization/Education','',10105),(970,'Parental Monitoring','',10105),(971,'Resource Restriction','',10105),(972,'Perceived Cost','',10105),(973,'Ease of Use','',10106),(974,'Playfulness','',10106),(975,'Social Presence','',10106),(976,'Self-Distraction','',10106),(977,'Attitude','',10106),(978,'Intention','',10106),(979,'Adoption Factors','',10110),(980,'Adoption of IBIS','',10110),(981,'Business process performance','',10110),(982,'Operational performance','',10110),(983,'Financial Performance','',10110),(984,'E-Business capabilities','',10111),(985,'E-Business Value','',10111),(986,'General ICT (information and communication technologies) policies','',10111),(987,'E-Business policies','',10111),(988,'ICT infrastructure','',10111),(989,'Institutions','',10111),(990,'Commercial Infrastructure','',10111),(991,'Attitude RFID (Radio Frequency Identification)','',10112),(992,'Attitude towards Technology-Based Service (no RFID)','',10112),(993,'Attitude towards Service Concept','',10112),(994,'Performance Expectancy','',10112),(995,'Effort Expectancy','',10112),(996,'Technology Anxiety','',10112),(997,'Information Privacy Concerns','',10112),(998,'Expertise','',10113),(999,'Perceived Website Quality','',10113),(1000,'Perceived Capability of Order fulfillment','',10113),(1001,'Privacy and security concern','',10113),(1002,'Reputation','',10113),(1003,'Satisfaction with past purchase from the same vendor','',10113),(1004,'Satisfaction with past purchases via the Internet','',10113),(1005,'Trust in Vendor','',10113),(1006,'Repurchasing Intentions','',10113),(1007,'Gender','',10113),(1008,'Income','',10113),(1009,'Education','',10113),(1010,'Familiarity with the vendor','',10113),(1011,'Perceived severity','',10114),(1012,'Perceived vulnerability','',10114),(1013,'Response efficacy','',10114),(1014,'Self-efficacy','',10114),(1015,'Perceived cost','',10114),(1016,'Social Influence','',10114),(1017,'Vendor support','',10114),(1018,'IT Budget','',10114),(1019,'Firm Size','',10114),(1020,'Intention to Adopt','',10114),(1021,'Adopt','',10114),(1022,'National information infrastructure','',10115),(1023,'Governance','',10115),(1024,'Socio-economic development','',10115),(1025,'Joint IT Competence','',10116),(1026,'User Satisfaction','',10116),(1027,'Partnership Led Implementation','',10116),(1033,'Social Norm','',10118),(1034,'Usefulness','',10118),(1035,'Ease of use','',10118),(1036,'Perceived Enjoyment','',10118),(1037,'Attitude towards PTT','',10118),(1038,'Intetion to use PTT','',10118),(1039,'Charismatic leadership','',10119),(1040,'Performance Expectancy','',10119),(1041,'Effort Expectancy','',10119),(1042,'Social Influence','',10119),(1043,'Facilitating Conditions','',10119),(1044,'Behavioral Intention','',10119),(1045,'Use Behavior','',10119),(1046,'Owner manager characteristics','',10120),(1047,'Vendors','',10120),(1048,'Competition','',10120),(1049,'Perceived direct benefits','',10120),(1050,'Government','',10120),(1051,'Perceived indirect benefits','',10120),(1052,'Attitude','',10120),(1053,'Trading partners','',10120),(1054,'Awareness','',10120),(1055,'Intention to adopt','',10120),(1056,'Coercion','',10120),(1057,'Vendor support','',10120),(1058,'Critical mass','',10120),(1059,'Organisation readiness','',10120),(1060,'Organization characteristics','',10120),(1061,'Behavioral Intention (BI)','',10121),(1062,'Attitude (Att)','',10121),(1063,'Subjective norms (SN)','',10121),(1064,'Perceived critical mass (PCM)','',10121),(1065,'Perceived relative advantage (RA)','',10121),(1066,'Perceived compatibility (CT)','',10121),(1067,'perceived ease of use (EOU)','',10121),(1068,'Perceived result demonstrability (RD)','',10121),(1069,'Perceived visibility (VI)','',10121),(1070,'Propensity to Trust (PT)','',10122),(1071,'Perceived Risk (PR)','',10122),(1072,'Instritutional Trust (IT)','',10122),(1073,'Privacy concerns (PC)','',10122),(1074,'E-commerce Use (EU)','',10122),(1075,'Intrinsic motivators','the perceived Web design factors that intrinsically moti- vate users during information-seeking activity.',10123),(1076,'User Involvement','The degree to which a user feels that the interaction with the Website during information-seeking activity is both important and personally relevant.',10123),(1077,'User Satisfaction','The overall user feeling with the Website for conducting an informa- tion-seeking activity.',10123),(1078,'Situational motivators','The perceived Web design factors that are situational during the information-seeking activity.',10123),(1079,'Uncertainty Avoidance','',10124),(1080,'Enjoyment','',10124),(1081,'Perceived ease of use','',10124),(1082,'Perceived usefulness','',10124),(1083,'Behavioral Intention','',10124),(1084,'Objective MC intensity','',10128),(1085,'Experienced MC intensity','',10128),(1086,'Media fit','',10128),(1087,'MC initiator (focal vs. partner)','',10128),(1088,'Process losses','',10128),(1089,'Conversation leveraging','',10128),(1090,'Productivity','',10128),(1091,'MC preferences','',10128),(1092,'Economic value','',10129),(1093,'Past investments','',10129),(1094,'Technical self-efficacy','',10129),(1095,'Benefit-loss costs','',10129),(1096,'Service-uncertainty costs','',10129),(1097,'Brand-relationship costs','',10129),(1098,'Search and evaluation costs','',10129),(1099,'Transfer costs','',10129),(1100,'Learning costs','',10129),(1101,'Satisfaction','',10129),(1102,'Loyalty','',10129),(1103,'Trust','',10129),(1104,'Outcome control-quality','',10130),(1105,'Outcome control-efficiency','',10130),(1106,'Collaborative culture (clan)','',10130),(1107,'Software Quality','',10130),(1108,'Project efficiency','',10130),(1109,'Boundary spanning','',10130),(1110,'Behavioral Control (Software Process Control)','',10130),(1111,'Punishment certainty','',10131),(1112,'Software cost','',10131),(1113,'Attitude','',10131),(1114,'Piracy behavior','',10131),(1115,'Technostress creators','',10133),(1116,'Technostress inhibitors','',10133),(1117,'Job satisfaction','',10133),(1118,'Organizational commitment','',10133),(1119,'Continuance commitment','',10133),(1120,'Perceived Internet privacy risk (PR)','Perceived Internet privacy risk (PR)',10135),(1121,'Internet privacy concerns (PC)','Internet privacy concerns (PC)',10135),(1122,'Internet trust (T)','Internet privacy concerns (PC)',10135),(1123,'Personal Internet interest (PI)','Personal Internet interest (PI)',10135),(1124,'Willingness to provide personal information to transact on the Internet (PPIT)','Willingness to provide personal information to transact on the Internet (PPIT)',10135),(1125,'Past use','',10136),(1126,'Utilitarian value','',10136),(1127,'Hedonic value','',10136),(1128,'Social value','',10136),(1129,'Usage intention','',10136),(1130,'IT usage','',10136),(1131,'Age','',10136),(1132,'Gender','',10136),(1133,'Internet Experience','',10136),(1134,'Target Experience','',10136),(1135,'Technology Competence','',10137),(1136,'Size','',10137),(1137,'International scope','',10137),(1138,'Financial commitment','',10137),(1139,'Competitive pressure','',10137),(1140,'Regulatory support','',10137),(1141,'Front-end functionality','',10137),(1142,'Back-end integration','',10137),(1144,'E-Business Value','',10137),(1145,'Impact on Sales','',10137),(1146,'Impact on internal operations','',10137),(1147,'Impact on procurement','',10137),(1148,'E-Business use','',10137),(1149,'Collection','',10138),(1151,'Control','',10138),(1153,'Awareness','',10138),(1156,'Internet User\'s Information Privacy Concerns (IUIPC)','',10138),(1157,'Intention to Give Information','',10138),(1158,'Trusting beliefs','',10138),(1159,'Risk beliefs','',10138),(1160,'Behavioral Intention','',10138),(1161,'Environmental Uncertainty','',10139),(1162,'Task nonroutineness & interdependence','',10139),(1163,'Satisfaction with IS','',10139),(1164,'Satisfaction with data','',10139),(1165,'Satisfaction with IS support','',10139),(1166,'IT Knowledge','',10141),(1167,'Knowledge of Application','',10141),(1168,'Knowledge of System Development','',10141),(1169,'Knowledge of Management of IT','',10141),(1170,'Knowledge of Access to Information','',10141),(1171,'Experience in IT Projects','',10141),(1172,'Experience in General Management of IT','',10141),(1173,'Knowledge of Technologies','',10141),(1174,'IT Experience','',10141),(1175,'Intentions to Champion IT','',10141),(1176,'Retention Enhancement Intervention','',10143),(1177,'Pretaining Motivation To Learn','',10143),(1178,'Pretraining Software Self-Efficacy','',10143),(1179,'Attention Processes','',10143),(1180,'Retention Processes','',10143),(1181,'Production Processes','',10143),(1182,'Motivation Processes','',10143),(1183,'Observational Learning Processes','',10143),(1184,'Declarative Knowledge','',10143),(1185,'Post-training Software Self-Efficacy','',10143),(1186,'Immediate Task Performance','',10143),(1187,'Delayed Task Performance','',10143),(1188,'Consensus on Appropriation','',10144),(1189,'Faithfulness of appropriation','',10144),(1190,'Ease of use','',10144),(1191,'Usefulness','',10144),(1192,'Decision Scheme Satisfaction','',10144),(1193,'Competitive pressure','',10145),(1194,'Dependency on Trading Partner','',10145),(1195,'Enacted Trading Partner Power','',10145),(1196,'Industry Pressure','',10145),(1197,'Financial Resources','',10145),(1198,'IT Sophistication','',10145),(1199,'Trading Partner Readiness','',10145),(1200,'External Pressure','',10145),(1201,'Perceived Benefits','',10145),(1202,'Readiness','',10145),(1203,'Intent to Adopt EDI','',10145),(1204,'Relevant Prior Experience','',10146),(1205,'General Computer Self-Efficacy','',10146),(1206,'Personal Innovativeness in IT','',10146),(1207,'Windows 95 Self-Efficacy','',10146),(1208,'Lotus 123 Self-Efficacy','',10146),(1209,'Windows 95 Ease of Use','',10146),(1210,'Lotus 123 Ease of Use','',10146),(1211,'Faithfulness of appropriation','',10147),(1212,'perceived ease of use','',10147),(1213,'Perceived usefulness','',10147),(1214,'Decision scheme satisfaction','',10147),(1215,'Solution satisfaction','',10147),(1216,'Top Management Support','',10148),(1217,'Consultant Effectiveness','',10148),(1218,'Vendor support','',10148),(1219,'User Satisfaction','',10148),(1220,'Organizational Impact','',10148),(1221,'Overall IS Effectiveness','',10148),(1222,'Formal Integration mechanisms','',10149),(1223,'Informal Integration mechanisms','',10149),(1224,'Social capital between business and IT','',10149),(1225,'Business performance','',10149),(1226,'Customer Loyalty','',10150),(1227,'Customer Dissatisfaction','',10150),(1228,'Customer Satisfaction','',10150),(1229,'Functional Perception','',10150),(1230,'Motivating Perception','',10150),(1231,'Network Quality','Customers assessment of telecom service performance in regard to the time taken to connect to a dialled number, the frequency of dropping calls, the quality of voice, and the coverage of network',10150),(1232,'Value-added service','Customers assessment of the type and convenience of digital services added to mobile phone networks other than voice services',10150),(1233,'Customer complaints handling','Customers subjective feeling about the complaint processing and results',10150),(1234,'Customer convenience','Customers perceived convenience of the subscription and change procedures',10150),(1235,'Billing system','Customers perceived accuracy and easiness of understood, and efficiency of resolving issues',10150),(1236,'Price structure','Customers perceived reasonable of the price and the type of price schedule',10150),(1237,'Offline service quality','Customers perceived quality of the service conveyed through entity business hall',10150),(1238,'Hotline service quality','Customers perceived quality of the service conveyed through the hotline',10150),(1239,'Online service usefulness','The degree to which a customer believes that using a particular online service website would enhance his/her efficiency or reduce his/her cost',10150),(1240,'Online service ease of use','The degree to which a customer believes that using a particular online service website would be free of effort',10150),(1241,'Corporate image','Customers perceive the company with a good corporate image to be innovative and forwardlooking, or have a certain social contribution, or a leading firm in the industry',10150),(1242,'Convenience in relationship maintenance','',10151),(1243,'Relationship building','',10151),(1244,'Self-presenation','',10151),(1245,'Enjoyment','',10151),(1246,'Perceived privacy risk','',10151),(1247,'Trust in OSN provider (Online social networks)','',10151),(1248,'Trust in other OSN (Online social networks) members','',10151),(1249,'Perceived control','',10151),(1250,'Self-disclosure','',10151),(1251,'Participation','',10152),(1252,'User Involvement','',10152),(1253,'Psyhological ownership of information technology','',10152),(1254,'Cognitive absorption','',10152),(1255,'Perceived ease of use','',10152),(1256,'Perceived usefulness','',10152),(1257,'System use','',10152),(1258,'Competitive Advantage','',10153),(1259,'IS Integration','',10153),(1260,'Organizational Absortive Capacity','',10153),(1261,'Data Integration','',10153),(1262,'Application Integration','',10153),(1263,'Training Orientation','',10153),(1264,'Change Orientation','',10153),(1265,'Process Orientation','',10153),(1266,'Flexibility Orientation','',10153),(1267,'Performance Expectancy','',10154),(1268,'Explicit social influence','',10154),(1269,'Implicit social influence','',10154),(1270,'IT utilization','',10154),(1271,'User Satisfaction','',10154),(1283,'Information use','',10158),(1284,'Business intelligence system quality','',10158),(1285,'Information Quality','',10158),(1286,'Information sharing values','',10158),(1287,'Shirking','',10159),(1288,'Misappropriation of information assets','',10159),(1289,'Solidarity','',10159),(1290,'Flexibility','',10159),(1291,'Information Exchange','',10159),(1292,'Contract Adequacy','',10159),(1293,'Outsourcing success','',10159),(1294,'Internet security','',10160),(1295,'Website trust','',10160),(1296,'Website privacy','',10160),(1297,'Positive affect','',10160),(1298,'Negative affect','',10160),(1299,'Intention to disclose','',10160),(1305,'CIO strategic leadership','',10162),(1306,'Hospital decision-making climate','',10162),(1307,'IT innovation','',10162),(1308,'IT impact','',10162),(1309,'Hospital performance','',10162),(1310,'Technological Deployment','',10163),(1311,'Organizational Performance','',10163),(1312,'Prospector Strategic Activities','',10163),(1313,'Alignment of the IS Plan with the Business Plan','',10164),(1314,'Alignment of the Business Plan with the IS Plan','',10164),(1315,'Use of IS-Based Resources to Create A Competitive Advantage','',10164),(1316,'Use of IS Based Resources to Create a Competitive Advantage (other)','',10164),(1317,'TMT Attitude Toward IT','',10162),(1318,'Prior Hospital Performance','',10162),(1319,'Firm Size','',10149),(1320,'Strategy','',10149),(1321,'Compentition','',10149),(1322,'Bank Type','',10149),(1323,'M&A\'s','',10149),(1324,'Business understanding of IT personnel','',10149),(1325,'Perceived switching costs (ePSC)','',10129),(1326,'Task','',10058),(1327,'Attitude','',10058),(1328,'Outcome','',10058),(1329,'Tech','',10058),(1330,'Level of Comfort','',10058),(1331,'Degree of Respect','',10058),(1332,'Challenge','',10058),(1333,'Perceived ease of use','',10058),(1334,'Perceived usefulness','',10058),(1335,'Perceived Compability','',10058),(1336,'Perceived Outcome Quality','',10058),(1337,'Satisfaction with Outcome','',10058),(1338,'Satisfaction with Process','',10058),(1339,'Previous Attitude','',10058),(1340,'Previous Outcome','',10058),(1341,'Team Project Management','',10056),(1342,'Team Efficiency','',10056),(1343,'Team Success in Terms of Sales','',10056),(1344,'Team Success in Terms of Return on Investment','',10056),(1345,'Electronic Communication Media Variety','',10056),(1346,'Team Success','',10056),(1364,'Environmental Uncertainty','',10047),(1365,'Buyer Power','',10047),(1366,'Size','',10047),(1367,'Adoption Intention','',10044),(1368,'Low Perceived Complexity of Using FEDI','',10044),(1369,'High Perceived Complexity of Using FEDI','',10044),(1371,'Leaders Opinion','',10041),(1372,'Management Infrastructure Sophistication','',10040),(1373,'Stakeholder Participation','',10040),(1374,'Quality Performance','',10040),(1378,'Subjective Norms','',179),(1379,'Group Norms','',179),(1380,'Social Identity','',179),(1381,'Anticipated Emotions','',179),(1382,'Desires','',179),(1383,'Attributes toward Contribution','',179),(1384,'Perceived Behavioral Control','',179),(1385,'We-Intentions','',179),(1386,'Quantity of Contribution','',179),(1387,'Quality of Contribution','',179),(1388,'Effective Use of Instant Messenger','',182),(1389,'Effective Use of Message Box','',182),(1390,'Effective Use of Feedback System','',182),(1391,'Interactivity','',182),(1392,'Presence','',182),(1393,'Active Control','',182),(1394,'Two-way Communication','',182),(1395,'Synchronicity','',182),(1396,'Mutual Understanding','',182),(1397,'Reciprocal Favors','',182),(1398,'Relationship Harmony','',182),(1399,'Swift Guanxi','',182),(1400,'Trust','',182),(1401,'Telepresence','',182),(1402,'Social Presence','',182),(1403,'Integrity','',182),(1404,'Ability','',182),(1405,'Benevolence','',182),(1406,'Repurchase Intention','',182),(1407,'Actual Repurchases','',182),(1408,'Trust in the Transaction Platform','',182),(1409,'Past Positive Experience','',182),(1410,'Past Transactions','',182),(1411,'Mobile Phone Use Frequency','',10091),(1412,'Age','',10091),(1413,'Employment','',10091),(1414,'Gender','',10091),(1415,'Marital Status','',10091),(1416,'Social Desirability','',10091),(1417,'Completeness','',1637),(1418,'Accuracy','',1637),(1419,'Format','',1637),(1420,'Currency','',1637),(1421,'Reliability','',1637),(1422,'Flexibility','',1637),(1423,'Accessibility','',1637),(1424,'Timelines','',1637),(1425,'Responsiveness','',1637),(1426,'Empathy','',1637),(1427,'Service Reliability','',1637),(1428,'Assurance','',1637),(1429,'Information Quality','',1637),(1430,'System Quality','',1637),(1431,'Service Quality','',1637),(1432,'Information Satisfaction','',1637),(1433,'System Satisfaction','',1637),(1434,'Service Satisfaction','',1637),(1435,'Usefulness','',1637),(1436,'Ease of Use','',1637),(1437,'Enjoyment','',1637),(1438,'Intention','',1637),(1439,'Attitude','',1637),(1440,'Tangibles','',1637),(1441,'Trusting Beliefs','',1633),(1442,'Risk Beliefs','',1633),(1443,'Internet Privacy Concerns','',1633),(1444,'Interaction Management','',1633),(1445,'Information Management','',1633),(1446,'Collection','',1633),(1447,'Secondary Usage','',1633),(1448,'Control','',1633),(1449,'Errors','',1633),(1450,'Improper Access','',1633),(1451,'Awareness','',1633),(1452,'Performance Expectancy','',1624),(1453,'Effort Expectancy','',1624),(1454,'Social Influence','',1624),(1455,'Facilitating Conditions','',1624),(1456,'Hedonic Motivation','',1624),(1457,'Price Value','',1624),(1458,'Habit','',1624),(1459,'Behavioral Intention','',1624),(1460,'Use Behavior','',1624),(1461,'Age','',1624),(1462,'Gender','',1624),(1463,'Experience','',1624),(1464,'Online Auction Addiction','',1619),(1465,'Perceived Ease of Use','',1619),(1466,'Perceived Usefulness','',1619),(1467,'Perceived Enjoyment','',1619),(1468,'Behavioral Usage Intentions','',1619),(1469,'Boundary Spanning Activities','',10022),(1470,'Job Performance','',10022),(1471,'Role Ambiguity','',10022),(1472,'Role Conflict','',10022),(1473,'Pay','',10022),(1474,'Promotability','',10022),(1475,'Age','',10022),(1476,'Gender','',10022),(1477,'Education','',10022),(1478,'Organization Tenure','',10022),(1479,'Job Satisfaction','',10022),(1480,'Turnover Intention','',10022),(1481,'Perceived Job Alternatives','',10022),(1482,'Information Management Capability','',1618),(1483,'Performance Management Capability','',1618),(1484,'Customer Management Capability','',1618),(1485,'Process Management Capability','',1618),(1486,'Customer Performance','',1618),(1487,'Financial Performance','',1618),(1488,'Human Resource Performance','',1618),(1489,'Organizational Effectiveness','',1618),(1490,'Tool','',10073),(1491,'Education','',10073),(1492,'Experience','',10073),(1493,'Size','',10073),(1494,'Overall Tool Evaluation','',10073),(1495,'Perceived Ease of Use','',10021),(1496,'Perceived Usefulness','',10021),(1497,'Sytem Usage','',10021),(1498,'Usefulness','',10010),(1499,'Effectiveness','',10010),(1500,'Perceived Workload','',1607),(1501,'Role Ambiguity','',1607),(1502,'Role Conflict','',1607),(1503,'Autonomy','',1607),(1504,'Fairness of Rewards','',1607),(1505,'Work Exhaustion','',1607),(1506,'Turnover Intention','',1607),(1507,'Job Satisfaction','',1607),(1508,'Emotional Dissonance','',1607),(1509,'Negative Emotional Dissonance','',1607),(1510,'Positive Emotional Dissonance','',1607),(1511,'Interactional Justice','',15),(1512,'Procedural Justice','',15),(1513,'Distributive Justice','',15),(1514,'Information Privacy Concerns','',15),(1515,'Perceived Justice','',15),(1516,'Societal Benefits','',15),(1517,'Refusal','',15),(1518,'Misrepresentation','',15),(1519,'Removal','',15),(1520,'Negative Word of Mouth','',15),(1521,'Complaining Directly to Online Companies','',15),(1522,'Complaining Indirectly to 3rd-party Organizations','',15),(1529,'User Satisfaction with CRM Use','',125),(1530,'Embodied Service Knowledge','',125),(1531,'Job Dedication','',125),(1532,'Employee Service Quality','',125),(1533,'Customer Satisfaction with CSE','',125),(1534,'Gender','',125),(1535,'Education','',125),(1536,'Age','',125),(1537,'CRMIS Use Experience','',125),(1538,'Service Experience','',125),(1539,'Online Product Description','',110),(1540,'Textual','',110),(1541,'Visual','',110),(1542,'Multimedia','',110),(1543,'Third-Party Assurances','',110),(1544,'Inspection','',110),(1545,'History','',110),(1546,'Warranty','',110),(1547,'Product Usage','',110),(1548,'Reserve Price','',110),(1549,'Book Value','',110),(1550,'Product Uncertainty','',110),(1551,'Price Premium','',110),(1552,'Seller Uncertainty','',110),(1553,'Positive Ratings','',110),(1554,'Negative Ratings','',110),(1555,'Dealer Vs. Individual','',110),(1556,'Buyer Experience','',110),(1557,'Auction Duration','',110),(1558,'Auction Ending','',110),(1559,'Auction Bids','',110),(1560,'Prior Listings','',110),(1561,'Description Uncertainy','',110),(1562,'Adverse Selection','',110),(1563,'Moral Hazard','',110),(1564,'Performance Uncertainty','',110),(1565,'IT Infrastructure Capability','',97),(1566,'IT Business Spanning Capability','',97),(1567,'IT Proactive Stance','',97),(1568,'IT Capability','',97),(1569,'IT Spending','',97),(1570,'Market Capitalizing Agility','',97),(1571,'Operational Adjustment Agility','',97),(1572,'IS Size','',97),(1573,'IS Age','',97),(1574,'Firm Size','',97),(1575,'Firm Age','',97),(1576,'Industry Sector','',97),(1577,'2D/3D','',88),(1578,'Telepresence','',88),(1579,'Enjoyment','',88),(1580,'Brand Equity','',88),(1581,'Behavioral Intention','',88),(1582,'Concern Regarding Security Threats','',62),(1583,'Perceived Citizen Effectiveness','',62),(1584,'Security Behavior Self-Efficacy','',62),(1585,'Attitude Toward Security-Related Behavior','',62),(1586,'Psychological Ownership (Internet)','',62),(1587,'Intentions to Perform Security-Related Behavior (Internet)','',62),(1588,'Subjective Norm','',62),(1589,'Descriptive Norm','',62),(1590,'Intentions to Perform Security-Related Behavior (One\'s Own Computer)','',62),(1591,'Psychological Ownership (One\'s Own Computer)','',62),(1592,'Perceived Threat Severity','',59),(1593,'Perceived Threat Susceptibility','',59),(1594,'Response Efficacy','',59),(1595,'Social Influence','',59),(1596,'Self Efficacy','',59),(1597,'Behavioral Intent','',59),(1598,'Age','',47),(1599,'Organization Position','',47),(1600,'Organization Tenure','',47),(1601,'Administration (1) vs. others','',47),(1602,'Knowledge worker (1) vs. others','',47),(1603,'Management (1) vs. others','',47),(1604,'Task Significance','',47),(1605,'Task Identity','',47),(1606,'Skill Variety','',47),(1607,'Autonomy','',47),(1608,'Feedback','',47),(1609,'ERP (0: Pre-implementation; 1: Post-implementation)','',47),(1610,'Gender','',47),(1612,'Job Satisfaction','',47),(1613,'Executive\'s Power','',42),(1614,'Trust in Executive','',42),(1615,'Executive\'s Communication','',42),(1616,'Executive\'s Knowledge','',42),(1617,'Dyad Membership','',42),(1618,'Optimistic Biasing','',42),(1619,'Pessimistic Biasing','',42),(1620,'Reporting Quality','',42),(1621,'Task Outcomes','',42),(1622,'Frequency of Reporting','',42),(1623,'Project Control','',42),(1624,'Project Uncertainty','',42),(1625,'Project Size','',42),(1626,'Project Importance','',42),(1627,'Buyer Trusting Beliefs in Supplier','',40),(1628,'Buyer Strategic Information Flows to Supplier','',40),(1629,'Buyer Relationship-specific Performance','',40),(1630,'Buyer Dependence on Supplier','',40),(1631,'Buyer IT Customization','',40),(1632,'Supplier Trusting Beliefs in Buyer','',40),(1633,'Supplier Strategic Information Flows to Buyer','',40),(1634,'Supplier Relationship-specific Performance','',40),(1635,'Long-Term Relationship Orientation','',40),(1636,'Buyer Firm Size','',40),(1637,'Human Images','',36),(1638,'Image Appeal','',36),(1639,'Perceived Social Presence','',36),(1640,'Trust','',36),(1641,'Culture','',36),(1642,'Behavioral Intention','',33),(1643,'Facilitating Conditions','',33),(1644,'Network Density','',33),(1645,'Valued Network Density','',33),(1646,'Network Centrality','',33),(1647,'Valued Network Centrality','',33),(1648,'System Use','',33),(1649,'Functional Content','',506),(1650,'Social Content','',506),(1651,'Proactive Style','',506),(1652,'Reactive Style','',506),(1653,'Newcomer Adjustment','',506),(1654,'Self-Efficacy','',506),(1655,'Role Clarity','',506),(1656,'Social Acceptance','',506),(1657,'Number of Services','',506),(1658,'Account Balance','',506),(1659,'Performance','',506),(1660,'Payments','',506),(1661,'Transactions','',506),(1662,'Social Content Squared','',506),(1663,'Supplier Solidarity Norms','',501),(1664,'Supplier Incentives','',501),(1665,'Manufacturer Solidarity Norms','',501),(1666,'Manufacturer Internal Incentives','',501),(1667,'Relative Size Upstream','',501),(1668,'Relative Size Downstream','',501),(1669,'Manufacturer TSIs Upstream','',501),(1670,'Supplier TSIs','',501),(1671,'Manufacturer TSIs downstream','',501),(1672,'Retailer TSIs','',501),(1673,'Demand Volatility','',501),(1674,'Quality Uncertainty','',501),(1675,'Retailer Solidarity Norms','',501),(1676,'Retailer Pricing (fixed/not fixed)','',501),(1677,'Garment (branded/not branded)','',501),(1678,'Manufacturer Operational Performance','',501),(1679,'Emotional Intelligence (EI)','',498),(1680,'Experience','',498),(1681,'Age','',498),(1682,'Gender','',498),(1683,'MSCEIT','',498),(1684,'Customer Orientation','',498),(1685,'Manifest Influence','',498),(1686,'Self-efficacy','',498),(1687,'Adaptive Selling','',498),(1688,'Cognitive Ability','',498),(1689,'Self-report EI','',498),(1690,'Sales Role','',498),(1691,'Customer Retention','',498),(1692,'Sales Revenue','',498),(1693,'Accommodation','',489),(1694,'Performance in the Alliance','',489),(1695,'Affective Commitment','',489),(1696,'Continuance Commitment','',489),(1697,'Behavioral Commitment','',489),(1698,'Monitoring (High)','',489),(1699,'Effectiveness','',489),(1700,'Efficiency','',489),(1701,'Responsiveness','',489),(1702,'Alliance Duration','',489),(1703,'Alliance Size','',489),(1704,'Accommodation-squared','',489),(1705,'Monitoring (Low)','',489),(1706,'Sales-R&D Cooperation','',482),(1707,'Sales-Marketing Cooperation','',482),(1708,'Marketing-R&D Cooperation','',482),(1709,'Concept Development Overall NPD Project Performance','',482),(1710,'Project Budget','',482),(1711,'Team Size','',482),(1712,'Automotive','',482),(1713,'Mechanical Engineering','',482),(1714,'Medical Devices','',482),(1715,'Consumer Products','',482),(1716,'Software','',482),(1717,'Product Development Overall NPD Project Performance','',482),(1718,'Implementation Overall NPD Project Performance','',482),(1719,'Concept Development Market Share','',482),(1720,'Product Development Market Share','',482),(1721,'Implementation Market Share','',482),(1722,'Manager Control System Alignment','',474),(1723,'Salesperson Distributor Identification','',474),(1724,'Salesperson Brand Identification','',474),(1725,'Brand Effort','',474),(1726,'Brand Performance','',474),(1727,'Brand Extra-Role Behaviors','',474),(1728,'Overall Performance','',474),(1729,'Brand Market Share','',474),(1730,'Numbers of Suppliers','',474),(1731,'Brand Usage','',474),(1732,'Reputation','',472),(1733,'Monitoring','',472),(1734,'Community Building','',472),(1735,'Self-participation','',472),(1736,'Price-making mechanism','',472),(1737,'Demand Uncertainty','',472),(1738,'Market Orientation','',472),(1739,'Training','',472),(1740,'IT Capabilities','',472),(1741,'Electronic Market Performance','',472),(1742,'Low Reputation','',472),(1743,'High Reputation','',472),(1744,'Static Price-Making Mechanism','',472),(1745,'Dynamic Price-Making Mechanism','',472),(1746,'Low Demand Uncertainty','',472),(1747,'High Demand Uncertainty','',472),(1757,'Service Separation','',455),(1758,'Technology Anxiety','',455),(1759,'Access Convenience','',455),(1760,'Benefit Convenience','',455),(1761,'Performance Risk','',455),(1762,'Psychological Risk','',455),(1763,'Perceived Value','',455),(1764,'Retailer Relative Resources','',528),(1765,'Retailer Marketing Capabilities','',528),(1766,'Category Strategic Importance','',528),(1767,'CM Intensity','',528),(1768,'Lead Supplier Influence','',528),(1769,'Lead Supplier Opportunism','',528),(1770,'Militancy by Other Suppliers','',528),(1771,'Lead Supplier Category Performance','',528),(1772,'Meeting Retailer Category Goals','',528),(1773,'Objective Category Financial Growth','',528),(1774,'Category Captain Lead Supplier','',528),(1775,'Retailer category performance','',528),(1776,'Anticipated Customer Value','',636),(1777,'Customer Participation','',636),(1778,'Knowledge Base Compatibility','',636),(1779,'Customer Value','',636),(1780,'Transaction-specific Investments','',636),(1781,'Relationship Length Between Supplier Partners','',636),(1782,'Relative Power Between Supplier Partners','',636),(1783,'Competitive Intensity Between Supplier Partners','',636),(1784,'Relationship Closeness Between Focal Supplier and Customer','',636),(1785,'Focal Supplier Dependence On The Customer','',636),(1786,'Project Duration','',636),(1787,'Industry','',636),(1788,'Supplier Knowledge Sharing','',636),(1789,'Business Practice CSR Engagement','',634),(1790,'Philanthropic CSR Engagement','',634),(1791,'Business Practice CSR Reputation','',634),(1792,'Philanthropic CSR Reputation','',634),(1793,'Trust','',634),(1794,'Customer-Company Identification','',634),(1795,'Customer Loyalty','',634),(1796,'Product Qualty','',634),(1797,'Value for Money','',634),(1798,'Brand Strength','',634),(1799,'Length of Business Relationship','',634),(1800,'Personal Relationship with Sales Representative','',634),(1801,'Market-related Uncertainty','',634),(1802,'Competition Intensity','',634),(1803,'Product Importance','',634),(1804,'Relationship Extendedness','',634),(1805,'CSR Orientation','',634),(1806,'Technology','Technology comprises a crucial element of the structural dimension needed to mobilize social capital for the creation of new knowledge. Business intelligence technologies enable a firm to generate knowledge regarding its competition and broader economic environment.',10067),(1807,'Structure','Organizational structure is important in leveraging technological architecture. Although intended to rationalize individual functions or units within an organization, structural elements have often had the unintended consequence of inhibiting collaboration and sharing of knowledge across internal organizaional boundaries.',10067),(1808,'Culture','Perhaps the most significant hurdle to effective knowledge management is organizational culture. Shaping culture is central in a firm\'s ability to manage its knowledge more effectively. Interaction between individuals is essential in the innovation process.',10067),(1809,'Acquisition','Acquisition-oriented knowledge management processes are those oriented toward obtaining knowledge.',10067),(1810,'Conversion','Conversion-oriented knowledge management processes are those oriented toward making existing knowledge useful.',10067),(1811,'Application','Application-based processes are those oriented toward the actual use of the knowledge.',10067),(1812,'Protection','Security-oriented knowledge management processes are those designed to protect the knowledge within an organization from illegal or inappropriate use or theft.',10067),(1813,'Knowledge Infrastructure Capability','',10067),(1814,'Knowledge Process Capability','',10067),(1815,'Organizational Effectiveness','As noted by observers in strategic management, organizational effectiveness is not a well-developed concept and is likely more complex in terms of description and dimensions than aggregated measures or financial ratios.',10067),(1828,'Perceived Ease of Use','',10071),(1829,'Perceived Usefulness','',10071),(1830,'External PLOC','',10071),(1831,'Internal PLOC','',10071),(1832,'Attitude','',10071),(1833,'Introjected PLOC','',10071),(1834,'Behavioral Intention','',10071),(1835,'Perceived organizational skill deficiency','',10079),(1836,'Perceived organizational skill surplus','',10079),(1837,'Perceived technical skill deficiency','',10079),(1838,'Perceived technical skill surplus','',10079),(1839,'Perceived organizational skill balance','',10079),(1840,'Perceived technical skill balace','',10079),(1841,'Job Performance','',10079),(1842,'Dispositional Reason','',10081),(1843,'Institutional Reason','',10081),(1844,'Heuristic Reason','',10081),(1845,'Calculative Reason','',10081),(1846,'Interactive Reason','',10081),(1847,'Knowledge-Based Reason','',10081),(1848,'Trust in RA (positiv reason)','',10081),(1849,'Trust in RA (negativ reason)','',10081),(1850,'Compensation','',10082),(1851,'Industry Self-Regulation','',10082),(1852,'Government Regulation','',10082),(1853,'Locatability','',10082),(1854,'Personalization','',10082),(1855,'Disclosure-Privacy Benefits','',10082),(1856,'Disclosure-Privacy Risks','',10082),(1857,'Intention to Disclose Personal Information','',10082),(1858,'Personal Innovativeness (INNV)','',10082),(1859,'Prior Experience in using Mobile applications (EXP)','',10082),(1860,'Previous Privacy Experience (PPRE)','',10082),(1861,'Network Externality','',10085),(1862,'Interpersonal Influence','',10085),(1863,'External Influence','',10085),(1864,'Content Quality','',10085),(1865,'System Response','',10085),(1866,'System Interactivity','',10085),(1867,'System Functionality','',10085),(1868,'Computer Self-Efficacy','',10085),(1869,'Internet Self-Efficacy','',10085),(1870,'Cognitive Absorption','',10085),(1871,'Learning Goal Orientation','',10085),(1872,'Perceived Usefulness','',10085),(1873,'Perceived Ease of Use','',10085),(1874,'Perceived Enjoyment','',10085),(1875,'Attitude Towards Use','',10085),(1876,'Intention to Use','',10085),(1877,'Actual Usage','',10085),(1878,'Perceived Performance','',10085),(1881,'Tethered PHR (Standalone Provider)','',10095),(1882,'Tethered PHR (Group of Providers)','',10095),(1883,'Integrated PHR','',10095),(1884,'None','',10095),(1885,'Health Condition (self)','',10095),(1886,'Health Condition (family)','',10095),(1887,'Gender','',10095),(1888,'Age','',10095),(1889,'Income','',10095),(1890,'Perceived Value','',10095),(1891,'CRP Participation','',616),(1892,'Reward Size','',616),(1893,'Attitudinal Loyalty','',616),(1894,'Behavioral Loyalty','',616),(1895,'Commitment','',592),(1896,'Commitment Velocity (using relationship age)','',592),(1897,'Customer\'s trust in seller','',592),(1898,'Bilateral communication capabilities','',592),(1899,'Bilateral investment capabilities','',592),(1900,'Relationship age/stage','',592),(1901,'Industry turbulence','',592),(1902,'Seller\'s product strength','',592),(1903,'Seller\'s perceives opportunity','',592),(1904,'Sales Performance','',592),(1905,'Commitment Velocity (using relationship stage)','',592),(1906,'Attitude','',4),(1907,'Utilitarian Outcomes','',4),(1908,'Hedonic Outcomes','',4),(1909,'Subjective Norms','',4),(1910,'Influence of Family, Relatives, Friends and Peers','',4),(1911,'Governmental Influence','',4),(1912,'PBC','',4),(1913,'Self-Efficacy','',4),(1914,'Perceived Ease of Use','',4),(1915,'Availability','',4),(1916,'Continued Use Intention','',4),(1917,'Personal Network Exposure','',4),(1918,'Internet PC Ownership','',4),(1919,'Perceived Usefulness','',24),(1920,'Customer Satisfaction','',24),(1921,'Personalization','',24),(1922,'Learning','',24),(1923,'Loyalty','',24),(1924,'Switching Costs','',24),(1925,'Usage Intention','',24),(1926,'Word-of-Mouth','Word-of-mouth refers to a customer\'s intention to recommend the service to others (Reichheld 2003)',24),(1927,'Willingness to Pay','',24),(1928,'Inattentiveness to Alternatives','',24),(1929,'Gender','',24),(1930,'Age','',24),(1931,'Web Experience','',24),(1932,'Web Usage','',24),(1933,'Target System Experience','',24),(1934,'Target System Usage','',24),(1935,'Perceived Ease-of-Use','',24),(1936,'First Mover Concession','',28),(1937,'Second Mover Concession','',28),(1938,'Seller Power','',28),(1939,'Agreement','',28),(1940,'First Mover Total Concession','',28),(1941,'Second Mover Total Concession','',28),(1942,'Perceived Advice Quality','',29),(1943,'Perceived Restrictiveness','',29),(1944,'Perceived Cognitive Effort','',29),(1945,'Intention to Use Decision Aids','',29),(1946,'Argument Frame','',32),(1947,'Issue Involvement','',32),(1948,'Ability','',32),(1949,'Concern for Information Privacy','',32),(1950,'Post-Attitude','',32),(1951,'Pre-Attitude','',32),(1952,'Opt-Intention','',32),(1953,'Gender','',32),(1954,'Attitude','',32),(1955,'Alignment','',78),(1956,'Firm Performance','',78),(1957,'IT Flexibility','',78),(1958,'Agility','',78),(1959,'Needing','',136),(1960,'Customizing','',136),(1961,'Sourcing','',136),(1962,'Trying','',136),(1963,'Ordering','',136),(1964,'Paying','',136),(1965,'Tracking','',136),(1966,'Accepting','',136),(1967,'Authorizing','',136),(1968,'Training','',136),(1969,'Monitoring','',136),(1970,'Upgrading','',136),(1971,'Scheduling','',136),(1972,'Delegating','',136),(1973,'Negotiating','',136),(1974,'Evaluating','',136),(1975,'Accessibility','',136),(1976,'Navigability','',136),(1977,'Interactivity','',136),(1978,'Interoperability','',136),(1979,'Adaptability','',136),(1980,'Security','',136),(1981,'Requirements','',136),(1982,'Acquisition','',136),(1983,'Ownership','',136),(1984,'Efficient IT Mediated Service Delivery','',136),(1985,'Service Content Quality','',136),(1986,'Service Delivery Quality','',136),(1987,'E-Government Service Quality','',136),(1988,'Information Quality','',147),(1989,'Process Sophistication','',147),(1990,'Customer Orientation Capability','',147),(1991,'Customer Response Capability','',147),(1992,'Customer Service Performance','',147),(1993,'IT asset flexibility','',147),(1994,'IT Investment','',147),(1995,'Technical Skills','',147),(1996,'Service Climate','',147),(1997,'Generic Technologies','',147),(1998,'Age','',147),(1999,'Gender','',147),(2000,'Organizational Tenure','',147),(2001,'Branch Size','',147),(2002,'System Quality','',147),(2003,'Information Quality','',147),(2004,'Process Sophistication','',147),(2005,'Imitation','',162),(2006,'Adjust Beliefs','',162),(2007,'Modified Beliefs','',162),(2008,'Network Externality','',162),(2009,'Personal Innovativeness in IT','',162),(2010,'Uncertainty','',162),(2011,'Initial Beliefs','',162),(2012,'Satisfaction','',162),(2013,'Social Form','',162),(2014,'Negative Disconfirmation','',162),(2015,'Discounting Own Information','',162),(2016,'Self Efficacy','',162),(2017,'Extreme Positive Disconfirmation','',162),(2018,'Extreme Negative Disconfirmation','',162),(2019,'Observation','',162),(2020,'Intention to Use','',162),(2021,'Intention to Continue','',162),(2022,'Intention to Discontinue','',162),(2023,'Perceived Technology Complexity (TCOMP)','',166),(2024,'Perceived Technology Reconfigurability','',166),(2025,'Perceived Technology Customization (TCUST)','',166),(2028,'Perceived Process Radicalness (T1)','',166),(2029,'Job Demands (JDEM)','',166),(2030,'Job Control (JCON)','',166),(2031,'Job Satisfaction (T0)','',166),(2032,'Increase in Job Demands (JDEM)','',166),(2033,'Decrease in Job Control (JCON)','',166),(2034,'Perceived Process Complexity (T0)','',166),(2035,'Perceived Process Rigidity (T0)','',166),(2036,'Perceived Process Complexity (T1)','',166),(2037,'Perceived Process Rigidity (T1)','',166),(2038,'Job Satisfaction (T3)','',166),(2039,'Perceived effectiveness of privacy-safe feature','',167),(2040,'Perceived intrusion to information boundary','',167),(2041,'Perceived personalization benefits','',167),(2042,'Trust in the provider of the application','',167),(2043,'Psychological comfort with the application','',167),(2044,'Reputation of the provider of the application','',167),(2045,'Intention to save advertisements','',167),(2070,'Differential Association','',10061),(2071,'Definitions','',10061),(2072,'Differential Reinforcement','',10061),(2073,'Imitation','',10061),(2074,'Obtaining','',10061),(2075,'Sharing','',10061),(2076,'Peer Norm','',10061),(2077,'Attitudes toward music piracy','',10061),(2078,'Form social sanction risk','',10061),(2079,'Age','',10061),(2080,'Gender','',10061),(2081,'U.S. born','',10061),(2082,'Computer Usage','',10061),(2083,'Social Desirability','',10061),(2084,'Age','',10035),(2085,'Negative Affectivity','',10035),(2086,'Organizational Tenure','',10035),(2092,'Assimilation','',10029),(2093,'Project Team Stability','',499),(2094,'Decision Comprehensiveness','',499),(2095,'Team-level Debate','',499),(2096,'New Product Advantage','',499),(2097,'Team Size','',499),(2098,'Project Duration','',499),(2099,'Marketing Investment','',499),(2100,'R&D Intensity','',499),(2101,'Analyzer Strategic Activities','',10163),(2102,'Defender Strategic Activities','',10163),(2103,'Reactor Strategic Activities','',10163),(2104,'AMT','',10157),(2105,'Interaction & Communication','',10157),(2106,'Job Rotation','',10157),(2107,'Job Experience','',10157),(2108,'Facilitator','',10157),(2109,'AMT Level','',10157),(2110,'Information','',10157),(2111,'Learning','',10157),(2112,'Performance','',10157),(2113,'Increased Flexibility','',10157),(2114,'Quality Improvement','',10157),(2115,'Cost Reduction','',10157),(2116,'Dependability of Supply','',10157),(2117,'Planning & Control Information','',10157),(2118,'Quality Performance Information','',10157),(2119,'Flexibility Performance Information','',10157),(2120,'Mental Model','',10157),(2121,'Organizational Change','',10157),(2122,'Strategic Competencies','Developing strategic competencies involves organizational routines, that is, patterns of collaboration and learning between individuals and coordination between individuals and other resources such as IT (Grant, 1991). Strategic competencies also refer to the knowledge, know-how, and skills that translate into distinctive capabilities for organizations.',10156),(2123,'Shared Vision','A shared vision is essential, as it brings about consistency in critical beliefs and assumptions and internal stability to the firm (Henderson and Sifonis, 1988). A firm’s vision describes the firm’s overarching goal or objective for the organization.',10156),(2124,'Cooperation','Cooperation is a joint behavior toward a particular goal of common interest that involves interpersonal relationships (Pinto et al., 1993). It is also described as working with others productively and resolving conflict in an effective manner (Green, 1989).',10156),(2125,'Empowerment','It means that organizations have the capacity to encourage teams and individuals to act, decide, and self-manage. It also refers to a working style that is autonomous in terms of making and executing decisions in the work environment. Empowerment has been defined as ‘enhancing personal control by fostering involvement and inclusion in the decision-making process’ (Bartunek et al., 1996).',10156),(2126,'Innovation','A firm’s capacity to be creative and innovative in developing new products and processes is a pre-requisite to achieving and maintaining success in global markets (Nassimbeni, 2001).',10156),(2127,'IT Competencies','IT competencies focus on information technologies that can allow organizations to achieve a competitive advantage (Dehning and Stratopoulos, 2003; Tippins and Sohi, 2003) and enhance business performance (Bharadwaj, 2000; Santhanam and Hartono 2003).',10156),(2128,'Connectivity','Connectivity refers to the organization’s capacity to operate compatible telecommunications networks and computer systems in support of enterprise wide applications (Brown and Magill, 1994). In the context of globalization and networked enterprises, connectivity facilitates communication and collaboration among dispersed teams within and outside the organization, supporting decentralized decision-making and enabling diffused innovation (Lang, 2001).',10156),(2129,'Flexibility','The current environmental complexities raise a need for flexibility, that is, for an IT capability that can be adapted to strategic changes within the organization. In particular, applications are expected to exhibit more versatility in information acquisition and processing and reduce the response time required in adjusting to changes in the firm’s markets and operating environments (Das et al., 1991; Byrd and Turner, 2000).',10156),(2130,'Technological Scanning','Technological scanning refers to the managed acquisition, analysis, and diffusion of IT novelty by members of the IS department to increase the competitiveness of the firm (Julien et al., 1999). As new IT innovations appear in the market on a regular basis, practitioners and researchers must maintain an awareness of each other’s efforts (Boynton and Zmud, 1987). Organizations competent in this regard are those in which members are able to keep upto-date on the latest technologies and have sufficient strategic knowledge and technical skills to make the best possible IT investments for their firm (Croteau and Bergeron, 2001).',10156),(2131,'Business Performance','Business performance measures the contribution of the business and technology domains to the objectives of the firm. Both the firm’s external and internal environments affect this performance (Das et al., 1991). Business performance is linked to internal operational effectiveness, which can be supported by norms, rules, and a culture that preserve certain desired behaviors, cognitive maps, and shared values and beliefs (Ferioli and Migliarese, 1996).',10156),(2132,'Growth','',10156),(2133,'Profitability','',10156),(2134,'Competencies Alignment','Competencies alignment being measured with the covariation perspective is called co-alignment. Co-alignment (or competencies alignment) is a secondorder construct derived from two first-order constructs which are the strategic competencies and the IT competencies.',10156),(2135,'External Pressures to Move Online','',10155),(2136,'IT Know-How','',10155),(2137,'IT Infrastructure','',10155),(2138,'Online Activity','',10155),(2139,'Managerial Beliefs','',10155),(2140,'Organizational','',10155),(2141,'Financial','',10155),(2142,'Operational Implementation Issues','',10155),(2143,'State of Implementation','',10155),(2144,'Business Performance Outcomes','',10155),(2145,'Prior IM Use','',10121),(2146,'Focused Knowledge Process Orientation','',10060),(2147,'Focused Knowledge Content Orientation','',10060),(2148,'Broad Knowledge Content Orientation','',10060),(2149,'Broad Knowledge Process Orientation','',10060),(2150,'No. of Previous Directorates','',10060),(2151,'Seniority','',10060),(2152,'Experience','',10060),(2154,'Sharewashing','A consumer’s perception that a platform is misleading by purposely portraying an\r\nimage of social and ecological principles while the platform’s business model is actually lefted around\r\ndelivering utilitarian value',10169),(2155,'Consumer Confusion','A consumer’s perception of failure to develop a correct interpretation of\r\nenvironmental or social features of a platform, product or service during the information processing procedure.',10169),(2156,'Perceived Risk','A consumer’s expectation of negative environmental consequences or negative social\r\nimpact associated with using a platform.',10169),(2157,'Consumer Trust','A consumer’s willingness to depend on a platform based on the beliefs or expectation\r\nresulting from its credibility, benevolence, and ability associated with environmental and social performance.',10169),(2160,'Sustainability','',10172),(2161,'Enjoyment','',10172),(2162,'Attitude','',10172),(2163,'Reputation','',10172),(2164,'Economic Benefits','',10172),(2165,'Behavioral intention','',10172),(2166,'Unique experience expectation','',10175),(2167,'Perceived value','Perceived value refers to the result of a comparison between the perceived benefits and sacrifices by the customer according to\r\nperceptions of what is received and what is given (McDougall and Levesque, 2000).',10175),(2168,'Perceived risk','Perceived risk is defined as a subjectively determined expectation of a potential loss when pursuing a desired result, whereas perceived value refers to the result of a comparison between the perceived benefits and sacrifices by the customer according to perceptions of what is received and what is given.',10175),(2169,'Attitude','Attitude denotes a person’s psychological emotion about and positive or negative evaluation of performing a specific behavior (Ajzen, 1991).',10175),(2170,'eWOM','Word-of-mouth (WOM) refers to personal conversations among consumers about\r\nproducts/services (Sen and Lerman, 2007). WOM in an online environment is eWOM, which is regarded as all Internet-based communications directed at consumers about the usage or characteristics of products and services and their sellers.',10175),(2171,'Subjective norms','',10175),(2172,'Repurchase intention','',10175),(2173,'Familiarity','Familiarity refers to a person’s feeling about an entity and is often based on previous\r\ninteractions, experience, and learning regarding the what, who, how, and when of what is\r\noccurring (Gefen, 2000; Komiak and Benbasat, 2006).',10175),(2174,'Perceived behavioral control','Perceived behavioral control describes a person’s perception of the ease or difficulty of\r\nundertaking a specific behavior, which is not part of the original TRA model (Ajzen and\r\nFishbein, 1980).',10175),(2175,'Price Value','Price value is often conceptualized as a value dimension together with emotional value, social value, and quality value (see Sweeney & Soutar, 2001; Walsh, Shiu, & Hassan, 2014). Price value is a cognitive tradeoff between the perceived benefits of the offering and the specific monetary cost for using it (Venkatesh, Thong, & Xu, 2012).',10177),(2176,'Authenticity','The concept of authenticity has been extensively applied in the tourism field (e.g., Hughes, 1995; Wang, 1999) to examine tourism experiences or products such as agri-tourism (Daugstad & Kirchengast, 2013) and film tourism (Buchmann, Moore, & Fisher, 2010), as well as heritage (Halewood & Hannam, 2001) and historic districts (Lu, Chi, & Liu, 2015). In the context of\r\nAirbnb, authenticity is defined as Airbnb consumers\' recognition of ‘real’ experiences of staying at an Airbnb property (Liang, 2015).',10177),(2177,'Enjoyment','Enjoyment or fun is a hedonic motivation determining consumers\' acceptance of a new product or innovation (Ha & Stoel, 2009). The fun or pleasure a consumer derives from using a product (Venkatesh et al., 2012).',10177),(2178,'Social Interactions','Interacting with the host and local people, and getting insiders\' tips on local attractions (Poon & Huang, 2017).',10177),(2179,'Home Benefits','Home benefits represent functional attributes of a home - \'household amenities,’ ‘homely feel,’ and ‘large space” (Guttentag, 2016).',10177),(2180,'Perceived Behavioral Control','',10177),(2181,'Behavioral Intentions','',10177),(2182,'Overall Attitude','',10177),(2183,'Social Influence','Social influence represents the extent to which the consumer\'s important others such as friends and family believe he or she should use the focal product or innovation (Venkatesh et al., 2012).',10177),(2184,'Trend Affinity','Trend affinity occurs when the consumer wishes to follow such a trend or seeks to use innovative and fashionable products and services such as Airbnb ( Möhlmann, 2015)',10177),(2185,'Insecurity','',10177),(2186,'Distrust','Distrust is therefore defined for this study as the lack of interpersonal trust between the guest and the host, lack of trust toward technology, and lack of trust toward Airbnb (Tussyadiah & Pesonen, 2016a).',10177),(2187,'Perceived Risk','Perceived risk is defined as uncertainty felt regarding possible negative consequences of consuming a product or service (Featherman & Pavlou, 2003).',10177),(2188,'Social Benefits','',10176),(2189,'Enjoyment','',10176),(2190,'Economic Benefits','',10176),(2191,'Sustainability','',10176),(2192,'Amenities','Instrumental benefits for consumers.',10176),(2193,'Locational Benefits','',10176),(2194,'Satisfaction','Following its conceptualization in previous studies (Fornell, 1992; Gundersen et al., 1996), customer satisfaction is defined in this study as post-consumption evaluative judgment of P2P accommodation services that leads to overall response of the experience.',10176),(2195,'Future Intention','',10176),(2196,'Perceived Authenticity','Perceived Authenticity(PA) refers to the perceptions of Airbnb consumers’ cognitive recognition\r\nof “real” experiences of staying in an Airbnb place,\r\nwhich will change due to evaluators’ perceptions.',10184),(2197,'Perceived Value','Perceived Value(PV) is also defined as the overall evaluation of the net value (benefits) of a product or service based on consumer perception(Bolton & Drew, 1991; Sweeney & Soutar, 2001)',10184),(2198,'eWOM','electronic word of-mouth(eWoM) is defined as any words or discussions regarding certain goods, a service, or enterprise, either positive or negative, and that is accessible by anyone online (HennigThurau, Gwinner, Walsh, & Gremler, 2004).',10184),(2199,'Price Sensitivity','Price Sensitivity is namely the importance attached to price in an Airbnb consumer’s valuation of the overall attractiveness and utility of Airbnb’s accommodation',10184),(2200,'Perceived Risk','Perceived Risk(PR)  is defined in terms of uncertainty and consequence (Baur, 1960) . Its components have been consistently described as one’s belief in possible negative results that would happen from a transaction. (Kim, Ferrin, & Rao,2008)',10184),(2201,'Repurchase Intention','Repurchase Intention',10184),(2202,'transactionbased satisfaction','the term “transactionbased satisfaction” is used to define the Airbnb consumer’s overall judgement of the various aspects of making a purchase on Airbnb before the completion of an actual transaction.',10183),(2203,'trust in Airbnb','',10183),(2204,'switching intention','switching intention',10183),(2205,'repurchase intention','repurchase intention',10183),(2206,'transaction based satisfaction','the term “transaction based satisfaction” defines the Airbnb consumer’s overall judgement of the various aspects of making a purchase on Airbnb before the completion of an actual transaction.',10183),(2207,'trust in hosts','trust in hosts',10183),(2208,'Service risks','possibility of mismatching facilities provided by the host with guest’s\r\nexpectations',10182),(2209,'Financial risks','Probability of losing money due to currency fluctuations and concerns involved in online\r\ntransactions.',10182),(2210,'Safety and Security risks','possibility of damage to the property',10182),(2211,'Psychological risks','The risk of psychological stress stemming from being a host.',10182),(2212,'Political risks','Host’s dislike of certain countries for political reasons or guest’s concerns about criminal\r\nand terrorist activities and/or risk of potential conflict with the guest because of political\r\nreasons',10182),(2213,'Continuance intenton to use','',10182),(2214,'Satisfaction','',10182),(2215,'Intention to recommend','',10182),(2216,'Social Distance','',10179),(2217,'Credibility of Reviews','a measure of a user’s belief that the review is believabl',10179),(2218,'Review Breadth','',10179),(2219,'Information Usefulness','measured a user’s perception of the received information as valuable, thus enhancing their job performance',10179),(2220,'Adoption of Reviews','',10179),(2221,'Purchase Intention','',10179),(2222,'Rating','Consumer rates various aspects of the Airbnb accommodations on a scale of 1–5 stars',10185),(2223,'Rating Volume','The number of consumer ratings for a particular Airbnb property',10185),(2224,'Perceived Value','The accommodation value as perceived by the consumer',10185),(2225,'Purchase Intention','The likelihood of the consumer purchasing accommodation via Airbnb or of recommending the service to friends or family',10185),(2226,'Review','Text evaluation of the consumer’s experience of the property and interaction with the landlord',10185),(2227,'Information Quality','Reflection of completeness, accuracy and reliability of the property information provided by the landlord',10185),(2228,'Media Richness','The ease and speed with which potential consumers can communicate with the seller',10185),(2229,'Satisfaction','Perceived value for money',10185),(2230,'Community belonging','',10181),(2231,'Cost savings','',10181),(2232,'Environmental impact','',10181),(2233,'Familarity','',10181),(2234,'Internet Capability','',10181),(2235,'Service Quality','',10181),(2236,'Smartphone Capability','',10181),(2237,'Trend Affinity','',10181),(2238,'Trust','',10181),(2239,'Utility','',10181),(2240,'Satisfaction','',10181),(2241,'Likelihood of choosing','',10181),(2242,'Actual Audience Size','',10180),(2243,'Perceived Audience Size','',10180),(2244,'Personal Connection','',10180),(2245,'Privacy Concerns','',10180),(2246,'Economic Benefit','',10180),(2247,'Intention to Share','',10180),(2248,'Economic Benefit','',10178),(2249,'Attitude toward airbnb','',10178),(2250,'Reputation','',10178),(2251,'Sustainability','',10178),(2252,'Regulation','',10178),(2253,'Policy','',10178),(2254,'Security','',10178),(2255,'Loyalty toward airbnb','',10178),(2256,'Experience Economy','States that as services become increasingly commoditized, companies must look to differentiate their offerings by focusing on the design and delivery of experiences.',10174),(2257,'Extraordinary Outcomes','',10174),(2258,'Meaningfulness','',10174),(2259,'Well-being','',10174),(2260,'Memorability','\"Creating memorable experiences is the essence and the raison d’etre of the hospitality industry.\" -Pizam (2010, p. 343)\r\n\"A well-staged experience “leads to an enhanced memory–that is, remembering a particular event which will shape the tourist’s attitude toward the destination in a positive manner.” -Oh et al. (2007, p. 123)',10174),(2261,'Behavioral Intentions','A deeply held psychological commitment to repurchase a product or repatronize a service in the future. It is also perceived as a precursor to behavioral loyalty.',10174),(2262,'Entertainment','One of the oldest forms of experience and usually involves a passive involvement of the individual, whereby s(he) does not directly affect or influence the performance of the service provider. It also requires absorption, in which offerings catch and occupy customers’ attention and readiness.',10174),(2263,'Esthetics','Refers to customers’ interpretation of the physical environment around them, also requires passive participation, but with greater depth and immersion with respect to what is seen and experienced – i.e. it requires customers to become physically (or virtually) a part of the experience itself.',10174),(2264,'Education','A customer absorbs the events unfolding before them while actively participating through the interactive engagement of the mind and/or the body.',10174),(2265,'Escapism','Customers participating in escapist experiences not only seek to distance themselves from their daily routines but also want to escape to a specific place to actively involve and immerse themselves in activities worthy of their time.',10174),(2266,'Serendipity','Unexpected, positive surprises that are above and beyond tourists’ planned agendas.',10174),(2267,'Localness','',10174),(2268,'Communitas','An evolving feeling of communion with friends, family and strangers. Short-lived emotional bonds that may be built or experienced through hospitality transactions.',10174),(2269,'Personalization','Customization based on adaptive learning and knowledge of customer preferences and/or goals.',10174),(2270,'Hedonic Value','The hedonic dimension of a consumption experience involves the uniqueness of a product or service, or the emotional connection it evokes in the consumer.',10173),(2271,'Utilitarian Value','Utilitarian value is associated with effective, task-specific, and economic facets of the products or services.',10173),(2272,'Customer Satisfaction','',10173),(2273,'Customer Loyalty','Intension to revisit in the future and word-of-mouth recommendations.',10173),(2274,'Tangibles','',10171),(2275,'Assurance','',10171),(2276,'Convenience','',10171),(2277,'Service Quality','Customers form their service quality perceptions on the basis of an evaluation of performance at multiple levels and ultimately combine these evaluations to arrive at an overall service quality perception.',10171),(2278,'Adequacy Service Supply','',10171),(2279,'Understanding & Caring','',10171),(2280,'Hospitality hosting behavior','The host’s competence is called the hospitality hosting behavior (HHB), which is explained as a service provided by the host to guests. This means that the hosts have the responsibility to provide an environment where guests feel secure and comfortable.',10170),(2281,'Service quality','',10170),(2282,'Perceived risk reduction','Consumers often calculate the tolerance of the risk, which is positively related with the perceived benefits. Thus, the greater the perceived benefit, the more willing the consumer is to take the risk.',10170),(2283,'Social authentic appeal','',10170),(2284,'Economic appeal','',10170),(2285,'Loyalty','',10170),(2286,'Enjoyment','',10178),(2287,'Dynamic Feedback','',10168),(2288,'Personal Budget','',10168),(2289,'Arousal','',10168),(2290,'Funding Behavior','',10168),(2291,'Perceived effectiveness of feedback mechanism','We define the PEFM as the extent to which a seller can ascertain that the feedback mechanism designed by a third‐party online platform provides accurate and reliable information about buyers\' past trading activities.',10187),(2292,'Perceived effectiveness of seller protection','Adapting the concept of a protection mechanism for buyers from prior research (Chellappa & Pavlou, 2002; Pavlou & Gefen, 2004) to the protection of sellers in cross‐border transactions, we define the PESP as the extent to which sellers believe that these mechanisms ensure that their trading with buyers in a cross‐border transaction platform can be fulfilled in accordance with their expectations.',10187),(2293,'Perceived effectiveness of cross-border delivery','',10187),(2294,'Perceived national integrity of buyers','',10187),(2295,'Sellers\' trust in buyers','Since trust lessens the high social uncertainty of online transactions (Gefen & Straub, 2004), sellers\' trust in buyers leads to the expectation that buyers would not engage in fraudulent behavior and that payment from buyers can be secured',10187),(2296,'Sellers\' intention to trade','Adapting the concept of transaction intention from prior research (Gefen et al., 2003; Pavlou & Gefen, 2004) to our research context, we define sellers\' intention to trade as a seller\'s intention to sell products to the community of buyers.',10187),(2297,'Perceived risk of chargeback fraud','',10187),(2298,'Mood','Moods are positively or negatively valenced affective states that are of low intensity, enduring\r\nand without a clear referent (i.e. what the mood is about) (Forgas, 1992; Schwarz & Clore,\r\n1996)',10194),(2299,'Willingness to Report Error','',10194),(2300,'Conscientiousness','',10194),(2301,'Cost- Benefit Differental','',10194),(2302,'Environmental Orientation','Executives’ recognition of the importance of the environmental issues that face their firm (Banerjee et al., 2003, p. 106).',10195),(2303,'Green Information Systems Strategy','Shared view of the role of green IS in the organization',10195),(2304,'Green IT Practices','Environmentally friendly sourcing practices for IT hardware and services',10195),(2305,'Green Information Systems Practices','IS-enabled reengineering of business and production processes',10195),(2306,'Organizational Benefits','Reduction of operational costs through superior resource efficiency',10195),(2307,'Knowledge Diversity','degree of heterogeneity of knowledge related to base and IT',120),(2308,'Knowledge Depth','The depth and quality of expertise in base and IT services',120),(2309,'Knowledge Linkages','The scope and intensity of an SSF´s channels to external actors with critical knowledge  related to IT innovation',120),(2310,'Sensing','An SSF\'s capability to sense its environment and assimilate knowledge related to new technical opportunities',120),(2311,'Experimentation','The degree of an SSF´s engagement in trial and error learning leading to transformation exploitation of new knowledge',120),(2312,'Level of Radical Base Innovation','',120),(2313,'Customer Pressure','',120),(2314,'Switching benefits','',1612),(2315,'Perceived Value','',1612),(2316,'User resistance','',1612),(2317,'Switching costs','',1612),(2318,'Self-efficacy for change','',1612),(2319,'Organizational support for change','',1612),(2320,'Colleague opinion','',1612),(2321,'Cognitive Capital','Cognitive capital is defined as those resources that make shared interpretations and representations possible among people (Robert et al., 2008; Sun et al., 2012; Wasko & Faraj, 2005). Shared language, a major instantiation of cognitive capital, emphasizes the common terms, communication pattern and narrative forms used in the communication process (Sun et al., 2012; Nahapiet &Ghoshal, 1998).',10197),(2322,'Structural Capital','Structural capital refers to the overall pattern of connections among people (Wasko & Faraj, 2005; Nahapiet & Ghoshal, 1998), and it reflects social interaction ties between people and units (Hsu & Chang, 2014; Nahapiet & Ghoshal, 1998).',10197),(2323,'Relational Capital','Relational capital is defined as resources rooted in the social relationships that are developed through a history of interactions among people (Sun et al., 2012; Nahapiet & Ghoshal, 1998).',10197),(2324,'Economic Satisfaction','Economic satisfaction refers to the ‘evaluation of the economic outcomes that flow from the relationships’ with a partner, such as margins and discounts (Geyskens & Steenkamp, 2000, p. 13). Geyskens et al. (1999) indicate that the relationship is considered a success by economically satisfied partners with respect to goal attainment.Economic satisfaction stresses effectiveness, financial outcomes and productivity of the relationship (Rodríguez del Bosque et al., 2006; Geyskens & Steenkamp, 2000).',10197),(2325,'Social Satisfaction','Social satisfaction is derived from the interpersonal level and evaluated through the enjoyment of the social interaction with the partner (Gassenheimer & Ramsey, 1994), which is defined as ‘evaluation of the psychosocial aspects of its relationships, in that interactions with the exchange partner are fulfilling, gratifying, and facile’ (Geyskens & Steenkamp, 2000, p. 13).',10197),(2326,'Perceived Effectiveness of E-Commerce Institutional Mechanisms','PEEIM is an online buyer’s perception of the safeguarding mechanisms, such as privacy protection, escrow services and credit card guarantees, implemented or created by third parties to protect online buyers through reducing risk in the e-commerce environment (Fang et al., 2014). PEEIM is defined at a general level, which not only includes the relationship-specific risks but also includes the risks. The impact of social capital on buyer satisfaction 95 \'outside of considerations that involve the relationship with the particular trustee’ (Mayer et al., 1995, p.726).',10197),(2327,'Loyalty to the Platform','A buyer’s loyalty to a C2C platform refers to a buyer’s intention to do more shopping on this platform and recommend this platform to their friends.',10197),(2328,'Information Sharing','The degree to which Airbnb is likely to share the organization\'s vision, goal, value, information, and knowledge with Airbnb hosts',10202),(2329,'Empowerment','The degree to which an individual host believes that the Airbnb organization enhances his/her capabilities (e.g., autonomy, self-determination)',10202),(2330,'Outcome Expectations','The degree to which an individual host anticipates that he/she can realize value by participating in the Airbnb business as a host',10202),(2331,'Self-Disclosure','The degree to which Airbnb hosts are willing to provide their personal information to other users in Airbnb',10202),(2332,'Similarity','The degree to which an individual host believes that Airbnb hosts are similar to him/her in personal attributes and preferences',10202),(2333,'Communication Openness','The degree to which Airbnb hosts regularly connect with peer hosts in a frank, trustworthy, and\r\nrelevant manner',10202),(2334,'Attachment to Airbnb','The degree to which an individual host believes that he/she has a strong affective tie with the\r\nAirbnb organization',10202),(2335,'Attachment to Peer Hosts','The degree to which an individual host believes that he/she has a strong affective tie with another\r\npeer Airbnb host',10202),(2336,'Psychological Ownership','The degree to which an individual host develops possessive feelings for the Airbnb organization\r\nthat “it is mine or ours”',10202),(2337,'OCB toward Airbnb','The degree to which an individual host voluntarily commits himself/herself directly to the Airbnb\r\norganization, which is not part of his/her contractual tasks',10202),(2338,'OCB toward Peer Hosts','The degree to which an individual host voluntarily commits himself/herself directly to peer\r\nAirbnb hosts, which is not part of his/her contractual tasks',10202),(2339,'Corporate Social Responsibility','The most often cited definition of CSR comes from [21], which designed a four-part conceptual model that includes economic, legal, ethical, and philanthropic responsibilities. One study mentioned that a major topic for business has been whether a corporation should be concerned with issues other than profitability [11].',10201),(2340,'Perceived Value of Sustainability','The perceived value of sustainability regarding CSR has been revamped, with new practices whose central characteristics are the ability to save or make money, provide a novel consumer experience, brand commitment, reduce ecological and carbon footprints, and strengthen social ties [27].',10201),(2341,'Consumer Company Identification','Based on social identity theory and organizational identification theory, Bhattacharya, C.B. and Sen, S. [7] expanded the concept of identification [33] and designed a conceptual framework for C–C identification. Regarding the relationship between CSR and C–C identification, Sen, S. [34] suggested that a firm’s CSR activities can help the company build meaningful connections with consumers, as CSR actions transfer a firm’s mission into its soul or character, which affects consumers’ emotions as they relate to the company.',10201),(2342,'Social Capital','A proceeding of a Harvard Kennedy School seminar described social capital as “social networks that have value”. Social capital theory is concerned with the nature, structure, and resources embedded in a person’s network of relationships [39,40], and social capital or social currency is the extent to which people share the value of or information about a brand or business model as part of their everyday social life online in particular communities.',10201),(2343,'Consumer Citizenship Behavior','A consumer citizen is an individual who makes choices based on economic, social, ethical, and ecological considerations. Consumer citizenship actively contributes to the maintenance of just and sustainable development by caring and acting responsibly on family, community, and global levels.',10201),(2344,'Disposition to trust','General faith in humanity and belief that other people are in general well-meaning and reliable.',10200),(2345,'Trust in business customers','Confidence that business customers will behave in a favorable way.',10200),(2346,'Trust in private customers','Confidence that private customers will behave in a favorable way.',10200),(2347,'Perceived risk of business customers','Belief about uncertain negative outcomes from interactions with business customers.',10200),(2348,'Perceived risk of private customers','Belief about uncertain negative outcomes from interactions with private customers.',10200),(2349,'Accept a business customer','Intention of accepting an accommodation request from a business customer.',10200),(2350,'Accept a private customer','Intention of accepting an accommodation request from a private customer.',10200),(2351,'Social motives','The aspiration to be part of a group, find likeminded people, and interact with other sharing users.',10200),(2352,'Professional Growth','IT professionals who pursue professional growth intend to turn away from the IT area to another area.',10196),(2353,'Company Affiliation','IT professionals who identify more with their companies that to the IT knowledge field intend to turn away from the IT area to another area.',10196),(2355,'Work-Family Conflict','IT professionals who are experiencing conflicts related to family vs. work intend to turn away from the IT area to another area.',10196),(2356,'Work Exhaustion','IT professionals who are experiencing exhaustion related to their work intend to turn away from the IT area to another area.',10196),(2357,'High Perceived Workload','IT professionals who are experiencing a heavy perceived workload intend to turn away from the IT area to another area.',10196),(2358,'Job Dissatisfaction','IT professionals who are dissatisfied with their jobs in the IT area intend to turn away from the IT area to another area.',10196),(2359,'New Experiences','IT professionals who want to acquire non-IT related skill sets to improve their chances in the job market intend to turn away from the IT area to another.',10196),(2360,'Managerial Capacity Development','IT professionals who seek to develop non-IT related managerial skills via executive education courses intend to turn away from the IT area to another area.',10196),(2361,'Age','IT professionals\' age is related to their intention to turn away from the IT area to another area.',10196),(2363,'Gender','IT professionals\' gender is associated with their intention to turn away from the IT area to another area.',10196),(2364,'Turnaway Intention','The IT professional’s TI to move to another functional area.',10196),(2365,'Anticipated Regret about Remaining Silent','Anticipated regret is a comparison‐based emotion (Zeelenberg & Pieters, 2007). When decision makers realize the current situation is uncertain and a decision is significant, they anticipate future regret (Zeelenberg & Pieters, 2007). In addition, “when the most preferred alternative is not necessarily superior to another alternative” (Janis & Mann, 1977, p. 223), they experience anticipated regret.',10190),(2366,'Intentionality of Wrongdoing','',10190),(2367,'Seriousness of Wrongdoing','',10190),(2368,'Stability of Wrongdoing','The stability of wrongdoing is viewed as more morally reprehensible and therefore more likely to generate strong emotional reactions.',10190),(2369,'Whistleblowing Intention','',10190),(2377,'Perceived Usefulness','',10189),(2378,'Perceived Ease of Use','',10189),(2379,'Social Influences','Social influences refer to other people, such as co‐workers or supervisors, on whom an individual may rely for forming an intention to use the new technology or who can exert an influence on the individual\'s behaviour (Agarwal, 2000; Wang, Meister, & Gray, 2013).',10189),(2380,'Attitude','',10189),(2381,'Intention to Use','',10189),(2382,'Facilitating Conditions','Facilitating conditions concern the means that organizations have put in place to facilitate technology acceptance and use, such as training sessions and helpdesk support. Managerial or co‐worker encouragement (e.g., Homburg, Wieseke, & Kuehnl, 2010; Leonard‐Barton & Deschamps, 1988) as well as training sessions (e.g., Homburg et al., 2010; Schillewaert et al., 2005), for example, have been shown to influence technology acceptance and use positively.',10189),(2383,'Actual Use','Actual use was measured in terms of the frequency of use, ie, the number of times that a salesperson had accessed the new technology (cf. Barnett et al., 2015; Schillewaert et al., 2005; Straub, Limayem, & Karahanna, 1995)',10189),(2384,'Information- Task Quality','Information‐task quality reflects the perception that information suits a specific problem being addressed. When relevant to the task, information is seen as being favorable, as it reduces ambiguity associated with the hiring decision, and ultimately increases the likelihood of a positive hiring decision (Cole, Rubin, Field, & Giles, 2007).',10188),(2385,'Context Collapse','Context collapse is not a technologically deterministic outcome of the systems features, rather context collapse is made possible by the features of these social systems and their use by both sharers and sources of information. The technology may make context collapse possible, but context collapse is a result of perceptions and practices enacted by the users (both sharers and sourcers of information). An SNS that exhibits context collapse (eg, Facebook, Twitter, and Instagram) can be difficult to navigate as the information disclosed can be seen by individuals from different contexts, as the technical features of SNSs disguise temporal, spatial, and social boundaries that enable individuals to maintain audience separation (Boyd, 2008a).',10188),(2386,'Ambiguity','Ambiguity is characterized as uncertainty that often exists in decision making and judgement situations (Curley, Yates, & Abrams, 1986). Ambiguity can adversely influence management decisions (Ho, Keller, & Keltyka, 2005), particularly in situations with uncertain outcomes or indeterminate and/or incomplete information that elevates ambiguity (eg, Kahneman & Tversky, 1979).',10188),(2387,'Perceived Anonymity','Perception of how well a user’s identity is concealed and cannot be tracked back to his or her actual person.',10167),(2388,'Perceived Social Presence','Perception of a personal, sociable, and sensitive human contact as conveyed through the online discussion forum.',10167),(2389,'Perceived User Credibility','Degree of trustworthiness and expertise attributed to the originator of an online comment.',10167),(2390,'Personal Involvement','Perception of how involving an online discussion is, i.e. how well the user refers to and engages with it personally.',10167),(2391,'Communication Persuasiveness','This construct represents the main dependent variable and is operationalized as the absolute difference between stated agreement before and after treatment exposure, i.e. in t = 1 and t = 2 (both measured on 11-point Likert scales).',10167),(2392,'Perceived Usefulness','The degree to which people believe that using a particular system will enhance their job performance.',10165),(2393,'Perceived Ease of Use','The degree to which consumers perceive that using a system or product will require reasonable efforts.',10165),(2394,'Trust','Rousseau et al. (1998) defined TRU as perceptions about others’ attributes and a related willingness to become vulnerable to others [28].',10165),(2395,'Imitating Others','The degree to which one follows previous adopters to adopt a particular form of technology.',10165),(2396,'Subjective Norm','The person’s perception that most people who are important to him think he should or should not perform the behavior in question.',10165),(2397,'Gender','',10165),(2398,'Behavioral Intention','',10165),(2399,'Total','Total tool (product) evaluation.',10073),(2400,'Informational Association','',44),(2401,'Adoption & Implementation','',44),(2402,'Organizational Reputation','',44),(2403,'Executive Compensation','',44),(2404,'Organizational Performance','',44),(2405,'Offline Direct Ties','Among the various mechanisms identified, we rate fast receipt of information, information integrity, strong ties, network homophily, and transmitting contextual information as high for offline direct ties.',151),(2406,'Offline Indirect Ties','Among the various mechanisms identified, we rate weak ties, maintenance cost, network reach, and third-party surveillance as high for offline indirect ties.',151),(2407,'Make Job Easier','',10010),(2408,'Useful','',10010),(2409,'Increase Productivity','',10010),(2410,'Enhance My Effectiveness','',10010),(2411,'Improve My Job Performance','',10010),(2412,'Disposition to Trust','General faith in humanity and belief that other individuals are well-meaning and reliable.',10199),(2413,'Trust in Renters','Confidence that potential renters will behave in a favorable way.',10199),(2414,'Intention to Share an Accommodation','Intention of sharing an accommodation on Airbnb.',10199),(2415,'Social Motives','The aspiration to be part of a group, find likeminded people, and interact with other sharing users.',10199),(2416,'Financial Motives','The aspiration to earn money with sharing an accommodation on Airbnb.',10199),(2417,'Disposition to Trust','General faith in humanity and belief that other individuals are well-meaning and reliable.',10198),(2418,'Trust in Renters','Confidence that potential renters will behave in a favorable way.',10198),(2419,'Perceived Risk of Renters','Belief about uncertain negative outcomes when interacting with renters.',10198),(2420,'Intention to Share a Single Room','Intention of sharing a single room on Airbnb. (provider stays with renter in the accommodation)',10198),(2421,'Intention to Share the Entire Apartment','Intention of sharing the entire apartment on Airbnb. (provider lets the entire apartment to the renter)',10198),(2422,'Master Degree','',10196),(2423,'MBA Degree','',10196),(2424,'Development','',10196),(2425,'Infrastructure','',10196),(2426,'Project Management','',10196),(2427,'Implementation','',10196),(2428,'Data base Administration','',10196),(2429,'Governance','',10196),(2430,'Support','',10196),(2431,'System Analyst','',10196),(2432,'Consultant/specialist','',10196),(2433,'Supervisor/Coordinator','',10196),(2434,'Manager/Superintendent','',10196),(2435,'Large Companies','',10196),(2436,'Medium Companies','',10196),(2437,'Experience in IT','',10196),(2438,'Gender','',10197),(2439,'Age','',10197),(2440,'Shopping Frequency','',10197),(2441,'Internet Experience','',10197),(2442,'IT architecture loose coupling','',10223),(2443,'IT standardization','',10223),(2444,'IT architecture modularity','The degree of decomposition of an organization’s IT portfolio into loosely coupled subsystems that communicate through standardized interfaces',10223),(2445,'IT agility','The capacity of the IT function to rapidly adapt to changing line function demands and opportunities',10223),(2446,'IT alignment','The degree to which the IT function supports the goals and priorities of an organization’s line functions',10223),(2447,'IT specification decentralization','',10223),(2448,'IT governance decentralization','The degree to which IT specification and IT implementation decisions are made by the line functions vis-à-vis the IT department. IT specification decisions pertain to what business processes in the line functions IT must support, the associated constraints (schedule, budget, quality), objectives, priorities, and performance expectations (e.g., service levels). IT implementation decisions pertain to the methods, programming languages, platforms, definition of IT standards and policies, and IT sourcing.',10223),(2449,'IT implementation decentralization','',10223),(2450,'IT-line interunit ties','',10223),(2451,'IT unit’s business knowledge','',10223),(2452,'Line function’s technical knowledge','',10223),(2453,'Requirements codifiability','',10223),(2454,'CIO on board','',10223),(2455,'IT unit age','',10223),(2456,'IT investment intensity','',10223),(2457,'Firm size','',10223),(2458,'Year One Technological IT Resources','Business applications that use global IT infrastructure [Broadbent and Weill 1997]',10222),(2459,'Year One IT-Enabled Business Process','The extent to which IT enables ―the specific ordering of work activities across time and space, with a beginning, an end, and clearly identified inputs and outputs‖[Davenport 1993, p. 5]',10222),(2460,'Year One Business Process Performance','Operational efficiency of business processes [Melville et al. 2004]',10222),(2461,'Year One IT-Business Alignment','Extent to which top management is committed to aligning IT and  business strategy for competitive advantage [Fit as perceived covariation, Venkatraman\r\n1989]',10222),(2462,'Organizational Performance','Overall firm performance, including productivity, efficiency, profitability, market value and competitive advantage [Melville et al. 2004].',10222),(2463,'Year One Strategic Impact','',10222),(2464,'Year Two Strategic Impact','',10222),(2465,'Year One Operational Impact','',10222),(2466,'Year Two Operational Impact','',10222),(2467,'Social Alignment','Social alignment was assessed by the level of functional integration of human components in the business and IS process to achieve an organization’s goals. The survey measurement of social alignment contained the concepts of teamwork quality and mutual trust between business and IT groups. The measurements for the construct of teamwork quality (Lee, 2001; Schultz and Evans, 2002) and mutual trust (Morgan\r\nand Hunt, 1994; Morris and Cadogan, 2001) were adapted and modified.',10214),(2468,'Technical Alignment','Technical alignment was assessed by the level of functional integration of governance and\r\ninfrastructure between business and IS domains in achieving organization’s goals. For the survey measurement of technical alignment, the scale articulated by Henderson et al. (1992) was adapted and modified.',10214),(2469,'IS Effectiveness','IS effectiveness measurement included two dimensions of DeLone and McLean (2003) IS success model. The instrument assessed two key categories of IS success: user satisfaction and organizational impact (net benefit of IS).',10214),(2470,'Business Performance','Business performance was operationalized as the perceived level of growth and profitability of the business based on the measure developed by Venkatraman (1989) and refined by Chan et al. (1997).',10214),(2471,'Partner Trust','Partner trust refers to the reliance (or confidence) between partners. Two different conceptualizations of trust exist in social reality: viewing trust as a cooperative behavior, and viewing trust as a psychological construct (Lewis and Weigert, 1985). Meanwhile, partner trust has also been defined as one party having confidence in the reliability and integrity of an exchange partner (Morgan and Hunt, 1994). Partner trust can be defined as a belief that partners will act to achieve positive outcomes as well as not unexpectedly taking actions that result in negative outcomes (Anderson and Narus, 1990).',10213),(2472,'Partner Commitment','Partner commitment refers to an exchange partner believing that a valued relationship with another is considered sufficiently important to warrant making a maximum effort at maintaining it; that is, the committed party believes the relationship is worth maintaining to ensure it endures indefinitely (Morgan and Hunt, 1994).',10213),(2473,'Alignment of Electronic Commerce Strategic Planning (ECSP)','Alignment is not an event but rather is a process of continuous adaptation and change (Henderson and Venkatraman, 1993), and it is a generally accepted key factor for successful IS planning (Segars and Grover, 1998).',10213),(2474,'Improvement in Electronic Commerce Strategic Planning (ECSP) Capabilities','The effective planning system criterion has been formally defined as an improvement in system capabilities (Segars and Grover, 1998). However, an effective planning system should continuously improve in terms of its basic capabilities to support the firm (Venkatraman and Ramanujam, 1987).',10213),(2475,'Strategic Benefits of Electronic Commerce (EC)','',10213),(2476,'Environmental Uncertainty','Researchers have long considered environmental uncertainty as increasing the importance of information\r\nprocessing capability in the organization [28]. One dimension of environmental uncertainty is the presence of heterogeneity: i.e., the measure of the diversity in the external environment [23]. It refers to the external threat posed by diversity in customer buying habits, product lines, and the nature of competition.',10212),(2477,'Information Intensity','A firm is information intensive ‘‘to the degree that its products, services, and operations are based on the\r\ninformation collected and processed as part of exchanges with customers, suppliers, and within the firm itself’’ [31].',10212),(2478,'Business Dependence on IT','When businesses use IT in core processes that are mission-critical, they become dependent upon them for survival and must manage the assets as an important investment [51].',10212),(2479,'IT Participation in Business Planning','Participation of IT in business planning refers to the extent that the CIO participates in and provides input to the firm’s planning process and thus results in a mission statement, goals, and strategies.',10212),(2480,'Alignment of the IT Plan with the Business Plan','For organizations that view IT as a strategic resource, the alignment between the IT and business plans is critical, and has consistently been identified as a key issue by CIOs and other executives [33].',10212),(2481,'Use of IT for Competitive Advantage','Efforts to link the use of IT to improved organizational performance have been compromised by the influence of other confounding variables. An alternative approach is to identify specific uses of IT that have been shown as having a positive impact [46].',10212),(2482,'Information Intensity of the Value Chain','Information intensity (F1) is defined as the significance of the information component in value chain activities and is demonstrated by the level of accuracy, frequency of updates, and the magnitude and extent of information employed in operations (Busch, Jarvenpaa, Tractinsky, & Glick, 1991; Teo & King, 1997).',10211),(2483,'The CIO Participates in Business Planning','The CIO participation is indicated by attendance at business planning meetings, formulation of business goals, frequent access to the CEO, and regular informal contacts with other members of top management (Lederer & Mendelow, 1989; Sambamurthy & Zmud, 1999).',10211),(2484,'The CEO Participates in IT Planning','The CEO participation here is indicated by regular contacts with the CIO, involvement on an IT steering committee, knowledge about competitors’ uses of IT, knowledge about IT opportunities within the firm, and treatment of IT as a strategic resource (Jarvenpaa & Ives, 1991; Lederer & Mendelow, 1988; Sabherwal, 1999).',10211),(2485,'The IT Plan Reflects the Business Plan','The ITP-reflects-BP alignment may be expected to occur when the business plan goals and strategies are reflected in the IT plan goals and strategies, and when the ITP reflects external environmental forces (Johnston&Carrico, 1988; King, 1978; Teo&King, 1997).',10211),(2486,'The Business Plan Reflects the IT Plan','The BP-reflects- ITP alignment may be expected to occur when the business plan contains realistic expectations about IT performance, utilizes the strategic capability of IT, and references specific information systems and technologies (Goldsmith, 1991; Lederer & Mendelow, 1989; Sabherwal, 1999).',10211),(2487,'IT is Used for Competitive Advantege','In the model, the use of IT for competitive advantage is a performance variable measured by items that directly influence and defend against Porter’s (1980) five competitive forces. As the RBV posits, superior IT based strategies can lower product costs, create product differentiation, increase customer switching costs, combat competitors, and raise market entry barriers (Parsons, 1983).',10211),(2488,'Alignment of the IS Plan with the Business Plan','Alignment of the IS plan with the business plan, is the direct reference in the IS plan to business plan\'s mission, objectives, and strategies. The organizational strategy set consisting of mission (i.e. duty), goals (i.e. objectives for fulfilling the mission), and strategies (i.e. intended procedures for achieving the objectives) will guide the design of the IS plan and ensure alignment with the direction of the company (King, 1978).',10210),(2489,'Alignment of the Business Plan with the IS Plan','It is accomplished when the business plan directly references the IS plan and acknowledges specific IS applications and technologies (Sabherwal, 1989).',10210),(2490,'Use of IS-Based Resources to Create A Competitive Advantage','Competitive advantage, in this study, refers to the competencies, capabilities, and resources that provide a distinct attraction to costomers and create a superiority over competitor (Boar, 1994), Use of IS-based resources for competitive advantage is a proxy for organizational performance and thus the dependent variable (Vitale, 1986; Clemons and Row, 1991; Sethi and King, 1991).',10210),(2491,'Perceived Usefulness','',10209),(2492,'Perceived Ease of Use','',10209),(2493,'Attitude','',10209),(2494,'Behavioral Intention toward MHMS','',10209),(2495,'Business Knowledge/Skills','',10208),(2496,'Behavioral Knowledge/Skills','',10208),(2497,'Technical Knowledge/Skills','',10208),(2498,'IT Modularity','',10208),(2499,'IT Compatibility','',10208),(2500,'IT Connectivity','',10208),(2501,'Range of Managerial Capabilities','',10208),(2502,'Range of Physical Capabilities','',10208),(2503,'Strategic Alignment','Strategic alignment is important in gaining business value from IT [14,28].The strategic alignment model established the importance of ITI in aligning functional integration and strategic fit. Prahalad and Krishnan [25] noted that, in many companies, the ITI lacked flexibility, resulting in a gap between emerging strategic directions and the ability of IT to support them.',10208),(2504,'IT-based Competitive Advantage','We drew on the dynamic capabilities perspective, an extension of the RBV (resource-based view), to define the flexibility-enabling dimensions of the process ITI element as a source of competitive advantage. Four items associated with innovativeness, market position, mass customization, and difficulty to duplicate measured IT-based competitive advantage.',10208),(2505,'IT','',10226),(2506,'strategy','',10226),(2507,'Compatiblity','Compatibility is the ability to share any type of information across any technology component throughout the organization [Duncan, 1995; Keen, 1991]. Tapscott and Caston [1993] noted that IT compatibility helps span organizational boundaries, empower employees, and make data, information, and knowledge readily available in the organization.',10207),(2508,'Connectivity','Connectivity is the ability of any technology component to communicate with any of the other components inside and outside of the organizational environment [Duncan, 1995]. Tapscott and Caston [1993] emphasized that IT connectivity enables seamless and transparent organizations that are independent of time and space. Connectivity facilitates the sharability of IT resources at the platform level.',10207),(2509,'Modularity','Modularity is the ability to easily reconfigure (add, modify, or remove) technology components [Duncan, 1995]. She also stated that modularity is the standardization of business processes for sharability and eusability (e.g., structured programming and component-based software architectures). Schilling [2000] suggested that modularity is a continuum describing the degree to which a system\'s components can be separated and recombined.',10207),(2510,'Extent of IT Implementation','The ability to easily and readily diffuse or support a wide variety of hardware, software, communications technologies, data, core applications, skills and competencies, commitments, and values within the technical physical base and the human component of the existing IT infrastructure.',10207),(2511,'Alignment','Applying IT in an appropriate and timely way, in harmony with business strategies.',10207),(2512,'IT Personnel','IT personnel are skilled at working cooperatively in cross-functional teams using many technologies. Consequently, they facilitate boundary spanning and help the organization react to changes in its environment. In addition, IT personnel provide the necessary connectivity and modularity that enable rapid organizational response to changes. They also may be members of strategy teams whose mission it is to formulate IT strategy in accordance with organizational strategy. In these ways, IT personnel contribute to strategic alignment.',10207),(2513,'IT Infrastructure','Information technology infrastructure includes networks; management and provisioning of large-scale computing, electronic data interchange and shared databases, and research and development to identify emerging technologies (Davenport et al. 1989). Almost two-thirds of the information technology budget of an organization is spent on information technology infrastructure (Weill & Broadbent 1998), not only to enable the sharing of information across different departments but also to provide flexibility to respond to changes in business strategy (Weill et al. 2002). Adequate investment and management of information technology infrastructure are the foundation of information technology adoption.',10206),(2514,'Strategic Alignment','Strategic alignment suggests that the effect of information technology on performance will depend on how well the information technology strategy and corporate strategy coincide (Chan et al. 1997; Palmer & Markus 2000).',10206),(2515,'Organizational Structure','Organizational structure specifies the formal line of communication; helps control, integrate and coordinate work activities; and defines the\r\nallocation of work roles (Porrass & Robertson 1992). While information technology is being adopted, organizational structure is often reexamined and adjusted to improve performance via pooled resources, innovation and collaboration across organizational boundaries (Dewett & Jones 2001).',10206),(2516,'Individual Learning','For the organization to effectively take advantage of information technology, both end-users and information technology personnel must acquire new information technology-related skills and knowledge (Grover et al. 1999; Scott Morton 1995). The acceptance of new information technology may hinge on the proper assessment and identification of organization divisions that would benefit the most, which subsequently may influence the adoption behavior of others (Rogers 1983). Moreover, the successful adoption of new information technology requires people in the entire organization to adapt and provide employee support and training, to reap greater benefits beyond the change in technology.',10206),(2517,'Process Innovation','Changes in service delivery and/or development processes as defined by method, functionality, administration, or other features. Process innovation refers to the introduction of a new production method that includes a novel way of handling a commodity commercially (Schumpeter 1934) and can be applied to the entire value chain process, including manufacturing, data processing, distribution and service (Zaltman et al. 1973).',10206),(2518,'IT Adoption','We discuss and analyse information technology adoption at the organizational level and conceptualize information technology adoption based on four elements in Scott Morton\'s (1995) MIT90 model.',10206),(2519,'Product Innovation','Changes in service products/offerings as defined by changes in general\r\nproduct features. Product innovation refers to the introduction of a new good or a new quality of an existing good (Schumpeter, 1934) and involves the development, production and dissemination of new consumer and capital goods and services (Zaltman et al. 1973).',10206),(2520,'External Advantage','External competitive advantage is attainable by providing high-quality products and services to meet customer desires and being constantly aware of market changes and quick to react to trends and competitors\' strategies. Firms depend on the effective use of existing assets to enhance profitability and apply innovation practices to establish their values when faced with imitation by competitors (Roberts & Amit 2003).',10206),(2521,'Internal Advantage','Internal competitive advantage depends on internal resources and capabilities. It emphasizes the importance of creating and encouraging a corporate environment in which employees plan, develop and launch new, innovative services (de Brentani & Ragot 1996).',10206),(2522,'IT Budget','IT budget was operationalized via a measure asking respondents to indicate the percentage of their firm\'s total budget spent on information technology.',10204),(2523,'IT Strategic Alignment','IT strategic alignment consisted of four seven-point items, with respondents providing perceptions relating to the extent to which information technology capabilities help the firm manage: customer information; competitor information; internal activities; and the supply chain network to achieve competitive advantage (scaled: very small extent/very great extent). Such aspects of strategic alignment are consistent with conceptions delineated in the management, marketing, and IT strategy literature. (c.f., Day & Nedungadi, 1994; Kohli & Jaworski, 1990).',10204),(2524,'Reactive Strategic Flexibility','For reactive strategic flexibility, respondents provided perceptions relating to their companies\' overall organizational capability with respect to reacting/responding to five strategic imperatives.',10204),(2525,'Proactive Strategic Flexibility','For proactive strategic flexibility, respondents provided perceptions relating to their companies\' overall organizational capability with respect to proactively anticipating five strategic imperatives.',10204),(2526,'Customer Value','Customer value was utilized as a key outcome variable given that Johnson et al. (2003), among others, explicitly include customer value as a key outcome of flexibility, in addition to its prominence in the IT literature as a potential consequence of IT investments (c.f., Bharadwaj, Bharadwaj, & Konsynski, 1999). The customer value measure consisted of two seven-point items, with respondents providing perceptions relating to confidence in their company\'s current and future ability to deliver value to customers (scaled: not at all confident/extremely confident).',10204),(2527,'Sales Goal Confidence','',10204),(2528,'Net Income Goal Confidence','',10204),(2529,'Knowledge','CIOs were asked to indicate their TMT’s IT-related strategic knowledge, whereas TMT respondents provided measures of the CIO’s business and IT-related strategic knowledge.',10203),(2530,'Systems of Knowing','',10203),(2531,'IT Assimilation','',10203),(2532,'Infrastructure Sophistication','',10203),(2533,'Organizational Size','',10203),(2534,'Information Management Environment Maturity','Maturity of organizational information management environment should be measured from the following aspects: 1) organizational information management practice; 2) the degree of IT/IS application in organizations; and 3) the relationship between IT/IS and users.',10227),(2535,'Performance','Performance factor reflects the level of goal achievement of ISSP, satisfaction, degree of alignment, analysis process, and collaboration.',10227),(2536,'Capability Enhancement','Capability enhancement factor reflects the ISSP planners’ capability enhancement through participating ISSP process.',10227),(2537,'Alignment','As indicated in many studies, aligning ISSP with business strategy will increase ISSP success. Organization needs not only to align its strategy with its infrastructure but also to align its business strategy with strategic information systems planning (Calhoun and Lederer 1990; Henderson and Venkatraman 1993; Sidhartha et al., 1990).',10227),(2538,'Strategic Orientation','The concept of strategy has been viewed - and thus measured - in many different ways. Venkatraman ?74? identified four such inter-related perspectives used by previous researchers, namely the scope of a strategy (“means and ends” versus “means”), its hierarchical level (corporate, business or functional), its domain (“parts” or “holistic”), and its temporal status (intentions versus realizations). Strategic orientation was measured in this study with Venkatraman’s instrument, which determines the “realized” business strategy in holistic terms, focusing on the means adopted to achieve the desired goals.',10225),(2539,'Environmental Uncertainty','The uncertainty in the firm’s external environment is a concept that was first examined as a determinant of structure, in that greater uncertainty is assumed to render administrative tasks more complex and less routine.',10225),(2540,'Strategic IT Management','Strategic IT management (SITM) is defined here as a multi-dimensional construct that characterizes the extent to which organizations are deemed to plan, implement and use information systems in a competitively-oriented manner.',10225),(2541,'Performance','In most IS studies, the assessment of performance has been based on an objective approach, using a set of financial ratios such as return on investment (ROI) and return on assets (ROA) or volume measures such as revenue and sales growth.',10225),(2542,'Structural Complexity','The size of the firm\'s managerial hierarchy, i.e. the ratio of managers to total employees ?47?, also known as the firm\'s administrative intensity ?20?. While there are alternative measures of complexity, this ratio is particularly relevant in the context of smaller firms, as an indicator of the delegation of decision-making authority from the entrepreneur or owner-manager to \r\nprofessional managers who specialize in certain complex tasks ?9,54?. In fact, Miller and Toulouse ?49? found the relative profitability, sales growth and return on investment of dynamic small firms to be higher among those that had recruited a proportionally higher number of professional managers.',10225),(2543,'Coalignment','As discussed earlier, one such perspective views fit as “a pattern of covariation or internal consistency among a set of underlying theoretically related variables” ?75?. Fit is specified as “coalignment”, an unobservable or latent construct whose meaning is derived through the observable variables, namely ENVI, STRA, STRU and SITM.',10225),(2544,'Productivity Lever','Productivity lever measured the extent to which IT was designed and implemented to support the company vision.',10215),(2545,'Growth Performance','',10215),(2546,'Explicit KMS','Explicit KM strategy helps firms to better utilize their available assets, and to enlarge the product scopes for growth, for example. We argue that for firms seeking alignment as a productivity/growth lever, an explicit KM strategy will help them to concentrate on re-using their existing rather than to develop new assets. In general, explicit KM strategy can result in growth and productivity.',10215),(2547,'Tacit KMS','',10215),(2548,'Innovation Performance','',10215),(2549,'Innovation Lever','Innovation lever measured the degree to which the company explored IT\r\nto produce new products and services.',10215),(2550,'Exploration LO','Exploration LO measured the extent to which managers engaged in works related to new organizational routines and activities.',10215),(2551,'Exploitation LO','Exploitation LO measured the extent to which the company engaged in existing routines.',10215),(2552,'Communication','The communication component measures the effectiveness of the exchange of ideas, knowledge, and information between IT and business organizations that enable both to clearly understand the respective strategies, plans, business and IT environments, risks, priorities, and how to achieve them.',10228),(2553,'Scope','The scope and architecture component measures IT’s provision of a flexible infrastructure, its evaluation and application of emerging technologies, its ability to enable or drive business process changes, and its delivery of valuable customized solutions to internal business units and external customers or partners.',10228),(2554,'Competency','',10228),(2555,'Governance','The IT governance component defines the authority for IT decisions and the processes IT and business manager’s use at strategic, tactical, and operational levels for setting IT priorities and allocating IT resources. Governance maturity deals with how well the company connects its business strategy to IT priorities, technical planning, managing risk, and budgeting. IT governance is about who makes the decisions (power), why they make them (alignment) and how they make them (decision process; e.g., portfolio management).',10228),(2556,'Performance','The concept of performance underlies a lot of the research in strategic management and information science. A search in the IT literature revealed several business performance measures.',10228),(2557,'Partnership','Partnership gauges the relationship between business and IT organizations, including IT’s role in defining the business’s strategies, the degree of trust between the two organizations, and how each perceives the other’s contribution.',10228),(2558,'Human Resources','',10228),(2559,'changeability( dynamism)','',10217),(2560,'unpredictability( dynamism)','',10217),(2561,'heterogeneity','Heterogeneity is the diversity of external factors.',10217),(2562,'SISP','SISP is the process whereby an organization determines a portfolio of computer-based applications to help it achieve its business objectives [60], [85].',10217),(2563,'SISP Success','',10217),(2564,'scarcity( hostility)','',10217),(2565,'competition( hostility)','',10217),(2566,'business change','Business change has been defined in terms of the rate of product/services obsolescence and the rate of product/ services technology change (Miller & Friesen, 1983)',10218),(2567,'information technology change','',10218),(2568,'strategic information systems planning horizon','',10218),(2569,'strategic awareness','',10218),(2570,'situation analysis','',10218),(2571,'strategy conception','',10218),(2572,'strategy formulation','',10218),(2573,'strategy implementation planning','',10218),(2574,'alignment','Strategic IS alignment (referred to as alignment for succinctness in this paper) is the correspondence between the IS plan and the business plan such that the content of the business plan reflects the content of the IS plan, and the content of the IS plan reflects the content of the business plan (Kearns & Lederer, 2003)',10218),(2575,'HR practices','',10220),(2576,'strategic alignment/leadership','',10220),(2577,'organisational/corp. culture','',10220),(2578,'successful ERPS implementation','',10220),(2579,'non-financial based-F1','',10220),(2580,'financial-based-F2','',10220),(2581,'IT support for strategy','',10221),(2582,'industry forces','',10221),(2583,'market performance','',10221),(2584,'profitability','',10221),(2585,'IT support for firm assets','',10221),(2586,'structure','',10226),(2587,'alignment','',10226),(2588,'performance','',10226),(2589,'ROA','',10226),(2590,'sales growth','',10226),(2591,'profitability','',10226),(2592,'demographic similarity','',10219),(2593,'experiental similarity','',10219),(2594,'structual systems of knowing','',10219),(2595,'social systems of knowing','',10219),(2596,'management of TMT expectations','',10219),(2597,'educational events','',10219),(2598,'shared language','Shared language is defined as the degree to which the CIO and TMT share a common language and\r\nterminology in their communication',10219),(2599,'shared understanding','',10219),(2600,'IS strategic alignment','',10219),(2601,'CIO business knowledge','',10219),(2602,'TMT IS knowledge','',10219),(2603,'Leadership','',10216),(2604,'Strategic Alignment','',10216),(2605,'Structure and Process','',10216),(2606,'Service Quality','',10216),(2607,'Value and Belief','',10216),(2608,'IT Managerial Resource','',10216),(2609,'IT Implementation Success','',10216),(2610,'relation- specificity of human-based knowledge resources','',10250),(2611,'process-based IOS capabilities','',10250),(2612,'knowledge-based IOS capabilities','',10250),(2613,'operational benefits','',10250),(2614,'strategic benefits','',10250),(2615,'IT alignment','',10249),(2616,'Enterprise architecture maturity stage','',10249),(2617,'Operational IT effectiveness','',10249),(2618,'Enterprisre agility','Enterprise agility is defined as an organisation’s ability, as enabled by IT, to sense environmental change and respond readily (Sambamurthy et al., 2003; Overby et al., 2006)',10249),(2619,'Information Intensity','Information intensity is the extent to which organisations dealing with certain products/services are dependent on information (Bhatt, 2000; Kearns & Lederer, 2003).',10248),(2620,'Environmental Uncertainty','Environmental uncertainty refers to ‘those situations where the probability of the outcome of events is unknown’ (Duncan, 1972, p. 317).',10248),(2621,'IT Capability','IT capability is a complex construct and has been in the past conceptualised as managerial capabilities or as technological capabilities (Zhang et al., 2008a). Recently, researchers have proposed a more integrative view of IT capability, suggesting that it is composed of technical skills and information technologies within the firm (i.e. the technology components), as well as the managerial resources (e.g. Bharadwaj et al., 1999; Bharadwaj, 2000; Bhatt & Grover, 2005).  Bharadwaj et al. (1999) define IT capability as a firm’s ability to acquire, deploy, and leverage its IT-related resources in combination with other resources and capabilities in order to achieve business objectives, and suggest that the IT capability construct is composed of six underlying dimensions (pp. 379–381). They are IT business partnerships, external IT linkages, business IT strategic thinking, IT business process integration, IT management and IT infrastructure.',10248),(2622,'International Marketing Orientation','International marketing orientation refers to a mindset associated with the achievement of superior performance by focusing on and being responsive to the needs of customers located in other countries (e.g. Cavusgil & Zou, 1994). Knight & Cavusgil (2004, p. 130) define it as ‘a managerial mindset that emphasizes the creation of value, via key marketing elements, for foreign customers’.',10248),(2623,'International Performance of Born-Global Firms','Different terms have been used to define born-globals, such as international new ventures, global start-ups, instant exporters, instant internationals, amongst others (e.g. Rialp et al., 2005).',10248),(2624,'International Entrepreneurial Orientation','International entrepreneurial orientation refers to the firm’s overall innovativeness and proactiveness in the pursuit of international opportunities (Knight & Cavusgil, 2004). McDougall & Oviatt (2000, p. 903) define it as ‘a combination of innovative, proactive and risk-seeking behavior that crosses national borders’.',10248),(2625,'Organisational Learning Orientation','Organisational learning orientation refers to an organisational focus towards creating, disseminating and utilising knowledge for smooth adaptation to marketplace changes as well as for questioning  aken-for-granted organisational values and practices and revising them (Sinkula et al., 1997).',10248),(2626,'Project characteristics (CP)','',10276),(2627,'Team characteristics (CT)','',10276),(2628,'Team-member characteristics (CTM)','',10276),(2629,'Team (existing) conflict (TC)','',10276),(2630,'Conflict management (CM)','',10276),(2631,'Stakeholder-rated team performance (TP)','',10276),(2632,'level of education','',10273),(2633,'age','',10273),(2634,'gender','',10273),(2635,'cultural influences','',10273),(2636,'perceived technology reliability','',10273),(2637,'accessibility of mobile ICTs','',10273),(2638,'perceived ease of use','',10273),(2639,'perceived usefulness','',10273),(2640,'socializing use of mobile ICTs','',10273),(2641,'business use of mobile ICTs','',10273),(2642,'EA Service Capability','The extent to which the EA group is able to provide service to an organisation based on EA content, EA standards, EA stakeholder participation and the skills and knowledge of its EA professionals.',10305),(2643,'EA Governance','The extent to which organisational processes and directives ensure that projects conform and comply to EA content and standards.',10305),(2644,'Use of EA Services in IT-Driven Change','The extent to which EA services are used in decision-making concerning change and standardisation of IT applications and infrastructure, and to identify and implement new IT-based innovations.',10305),(2645,'Use of EA Services in Business-Driven Change','The extent to which EA services are used in decision-making concerning change and standardisation of business processes, products and services and to identify and implement new business innovations.',10305),(2646,'Project Benefits','The extent to which decision-making, project management effectiveness, IT platform and systems, and business capabilities are improved by EA services.',10305),(2647,'Organisational Benefits','The extent to which the organisation has higher return on investment and integration of strategy and execution than its competitors, increased value for customers and employees and the ability to sense changes in the environment and respond effectively and quickly.',10305),(2648,'Shared understanding','Shared understanding between subunits of the IT unit will positively influence alignment between them.\r\nWe define shared understanding as ‘‘the degree of shared cognition’’ between two subunits regarding their respective roles and responsibilities within the IT unit.\r\n- Understanding of one subunit by the other sub-unit Inter/Intra-Organizational Learning/Education\r\n- Protocal Rigidity\r\n- Knownledge Sharing\r\n- Liaison Effectiveness',10306),(2649,'Partnership','Partnership between subunits of the IT unit will positively influence the level of alignment between them.\r\n- Sub-unit\'s Perception of the other Sub-unit\'s Value\r\n- Rule of the Sub-unit in Planning by the other Sub-unit\r\n- Shared Goals, Risk, Rewards/Penalties\r\n- Program Management by Sub-unit\r\n- Relationship/Trust Style\r\n- Executive Sponsor/Champion',10306),(2650,'Competencies','Congruent competencies between subunits of the IT unit will positively influence the level of alignment between them.\r\n- Cultural Locus of Pwoer\r\n- Management Style\r\n- Change Readiness\r\n- Career Crossover; Training/Education\r\n- Social, Political, Trusting Interpersonal Environment\r\n- Hiring and Retaining',10306),(2651,'Measurements/Standards','The use of measurements/standards between subunits of the IT unit will positively influence the level of alignment between them.\r\n- Sub-unit Metrics\r\n- Balanced Metrics\r\n- Service Level Agreements\r\n- Benchmarking\r\n- Formal Assessments/Reviews\r\n- Continuous Improvement',10306),(2652,'Governance','Congruent governance structures between subunits of the IT unit will positively influence the level of alignment between them.\r\n- Planning by sub-unit\r\n- Organization Structure\r\n- Budgetary Control\r\n- Investment Management\r\n- Steering Committees\r\n- Prioritization Process',10306),(2653,'Process/Architecture','Congruent processes and architectures between subunits of the IT unit will positively influence the level of alignment between them.\r\n- Traditional, Enabler/Driver, External\r\n- Standards Articulation\r\n- Architectural Integration (Functional Organization, Enterprice, Inter-enterprice)\r\n- Architectural Transparenca, Agility, Flexibility\r\n- Manage Emerging Technology',10306),(2654,'IT Sub-unit Alignment','',10306),(2655,'Performance Expectancy','',10307),(2656,'Effort Expectancy','',10307),(2657,'Social Influence','',10307),(2658,'Facilitating Conditions','',10307),(2659,'Behavioral Intention','',10307),(2660,'User Behavior','',10307),(2661,'Gender','',10307),(2682,'Perceived Ease of Use','To capture an employee’s beliefs about the ease of use and usefulness of the implemented HRIS, we made use of the measurement items introduced by Davis et al. (1989) and specified by Taylor and Todd (1995). We modified the scales to fit the HR domain context. Both perceptual beliefs were measured with a global single-item statement: ‘‘Overall, I would find the new e-Recruiting system useful in my job’’ and ‘‘Overall, I would find the new e-Recruiting system easy to use.’’ Employees of the organization could respond based on a 7-point Likert scale with anchors by 1 (strongly disagree) and 7 (strongly agree). In addition to these global items, we used three more detailed questions for perceived usefulness as well as perceived ease of use. Overall, the alpha coefficient of both perceptual beliefs perceived usefulness (a = 0.93) and perceived ease of use (a = 0.95) are high.',10308),(2683,'Perceived Usefullness','',10308),(2684,'Attitude','We measured an employee’s attitude about using an HRIS based on Taylor and Todd (1995). Here, we used a 7-point Likert scale on which 7 indicated an individual’s strong agreement with the statement and 1 indicated an individual’s strong disagreement. The resulting alpha coefficient with a value of a = 0.95 is high.',10308),(2685,'Job Satisfaction','We used three questions to characterize an employee’s satisfaction at work. A 7-point Likert scale, with anchors by 1 (strongly disagree) and 7 (strongly agree), is used to capture an employee’s evaluation of the overall job. This scale is based on Bartol (1983), Thatcher et al. (2002), and Lee et al. (1999), and provides a good alpha coefficient (a = 0.83).',10308),(2686,'Turnover  Intention','Turnover intention is the dependent variable within our research model. This variable reflects an employee’s intention to quit the job voluntarily. Thus, it is different from involuntary turnover, planned staff reduction, or reduction in force. Webased the measurement of turnover intention on prior research (Hom and Katerberg, 1979; Lee et al., 1999; Thatcher et al., 2002) focused on voluntary turnover intention. Finally, we made use of a 7-point Likert scale on which 1 indicated an individual’s strong disagreement with the statement and 7 a strong agreement. Turnover intention comprises a behavioral dimension, expressed as ‘‘I intend to quit my job’’; cognitive thoughts about leaving the organization, expressed as ‘‘I think about leaving my actual employer’’ or ‘‘I think often about quitting my job at my current employer.’’ These are in line with previous studies on turnover intention. The resulting alpha coefficient of the three items is high (a = 0.94).',10308),(2687,'System quality','System quality, which consists of measures of an employee portal as a system in itself. It considers performance characteristics, functionality, and usability, among others (McKinney et al., 2002). Accordingly, system quality can be regarded as the degree to which the system is easy to use to accomplish tasks (Schaupp et al., 2006).',10309),(2688,'Information quality','Information quality, which focuses on the quality of an employee portal’s output (i.e. the quality of the information that the portal provides) and its usefulness for the user. Information quality has been shown to be an important success factor when investigating overall IS success, especially in the context of web-based systems (McKinney et al., 2002).',10309),(2689,'Service quality','Service quality, which includes measures of the overall support related to an employee portal and delivered by the service provider. In this context, the success dimension covers aspects such as responsiveness, reliability, empathy, and competence of the responsible service personnel (Chang and King, 2005; Pitt et al., 1995).',10309),(2690,'Use','Use, which measures the perceived actual use of an employee portal by a company’s staff. To assess use in this context, we propose measuring the perceived length of time that the different functionalities, such as retrieving and publishing information, communicating, collaboration, networking, and executing work processes, are used. Since we assume that portal use is non-mandatory (Tojib et al., 2008), we believe that perceived use is a sufficient indicator. Thus, we do not measure the intention to use the portal as a surrogate for portal use.',10309),(2691,'User satisfaction','User satisfaction, which is the affective attitude to a portal of an employee who interacts directly with it (Doll and Torkzadeh, 1988; Tojib et al., 2006). User satisfaction is considered one of the most important measures when investigating overall IS success. The proposed success dimension evaluates adequacy, efficiency, effectiveness, and overall satisfaction with the portal.',10309),(2692,'Individual impact','Individual impact, which subsumes measures of the perceived individual benefits that employees gain through the use of a portal. These benefits cover aspects like task performance, job efficiency, and overall usefulness (Davis, 1989).',10309),(2693,'Organizational impact','Organizational impact, which is the final dependent variable in our model. We include measures such as quality improvement, cost reduction, and competitive advantage in this success dimension (Sabherwal, 1999). Although the difficulty of measuring the organizational impact of individual IS initiatives has been discussed and demonstrated by many researchers (e.g., Gelderman, 1998; Goodhue and Thompson, 1995), we believe that utilizing an employee portal has an organizational impact in addition to an individual impact on the user level and should therefore be accounted for.',10309),(2694,'Process quality','Process quality, which summarizes measures capturing the quality of an employee portal’s support of an organization’s processes such as approvals, applications for leave, meeting room reservations, procurement requests, time registration, travel expense reports, and invoice releases. The quality of process support should be measured in terms of efficiency, reliability, accuracy, and other criteria (Martini et al., 2009; Puschmann and Alt, 2005).',10309),(2695,'Collaboration quality','Collaboration quality, which covers the quality of an employee portal’s support of collaboration between its users. It evaluates the extent to which the utilization of employee portals, for example, enhances communication and improves the effectiveness and efficiency of information sharing as well as of social networking (Benbya et al., 2004; Detlor, 2000; Raghavan, 2002).',10309),(2696,'Management support','The organizational culture regarding using an employee portal is likely to differ from company to company. In some companies, supervisors encourage employees to use the portal, while in other companies there may be organizational barriers to using a portal. Consequently, we control for management support, which we evaluate through the leadership team’s encouragement of and support for the usage of such a portal (Kulkarni et al., 2007; Sharma and Yetton, 2003).',10309),(2697,'Innovative IS Strategy','An Innovative IS Strategy is defined as an IS strategy that represents an organizational perspective to be an IS leader within its industry by continuously seeking to be innovative through new IS initiatives. This construct is measured through the following three items: (1) Our organization is a leading IS Innovator in our industry; (2) Our organization believes in being first in the industry in developing new IS initiatives even if not all of these efforts prove to be highly profitable; (3) Our organization responds rapidly to early signals concerning areas of opportunity for IS (Chen et al., 2010).An organization with an IS strategy that represents an organizational perspective to be an IS leader within its industry by continuously seeking to be innovative through new IS initiatives (Source: Chen et al.(2010))',10310),(2698,'Conservative IS Strategy','A Conservative IS Strategy is defined as IS strategy that represents an organizational perspective to create value through a safe and stable approach by effectively refining and improving existing IS practices. This construct is measured though the following three items: (1) Our organization follows a safe and stable approach to developing new IS initiatives; (2) Our organization adopts promising IS innovations once these initiatives have been proven in our industry; (3) IS innovations are carefully examined before they are chosen by our organization (Chen et al., 2010). An organization with an IS strategy that represents an organizational perspective to create value through a safe and stable approach by effectively refining and improving existing IS practices (Source: Chen et al. (2010))',10310),(2699,'Undefined IS Strategy','An Undefined IS Strategy is defined as an IS strategy that represents an organizational perspective which does not have clear long-term IS goals nor does it have a consistent pattern of behavior. This construct is measured though the following three items: (1) Our organization does not have definitive long-term IS goals; (2) Our organization does not have an articulated IS strategy; (3) Our organization does not have a consistent pattern of behavior regarding IS (Chen et al., 2010).',10310),(2700,'Organizational Performance','Organizational Performance is defined as the performance of the organization relative to industry competitors. This construct is measured though the following three items: (1) effectiveness of strategic planning; (2) revenue growth; (3) market growth. These components of performance have been documented within the extant IS literature (Chan et al., 1997; Nandakumar et al., 2010). An organization which does not have clear long-term IS goals nor does it have a consistent pattern of behavior regarding its IS strategy (Source: Chen et al. (2010)) The performance of the organization relative to industry competitors. (Source: Chan et al. (1997), Nandakumar et al. (2010))',10310),(2704,'Service leadership','IT service leadership refers to perceptions of ‘‘the extent to which IT managers take actions to guide the delivery of service” (Jia and Reich, 2008, p. 5). IT service leadership employs goal-setting theory, expectancy theory, and the path-goal theory of leadership to explain the influence of effective goal setting, coordination, and planning by IT managers (Abdel-Hamid et al., 1999; Boehm, 1981) and represents managerial efforts to specify IT service-related behaviors and outcomes.',10311),(2705,'Service vision','IT service vision refers to employee perception of ‘‘the extent to which meeting client needs, demonstrating\r\nflexibility, and establishing communication are emphasized” (Jia and Reich, 2008, p. 5). This construct includes not only focusing on the customer but also ‘‘becoming strategic partners and providers of value-added service” (Jia et al., 2008, p. 303). Jia et al. (2008) note that an IT department focused on serving business needs will likely emphasize customer service and align its objectives and priorities with those of the organization to which the department belongs.',10311),(2706,'Service evaluation','Closely related to service leadership, IT service evaluation is employee perception of ‘‘the extent to which the evaluation of IT professionals is linked with service performance” (Jia and Reich, 2008, p. 5). This dimension emphasizes the importance of recognizing employee service achievements. Reward systems do not always align with what managers emphasize. For example, IT managers could emphasize client service in their verbal communication while rewarding technical skills (Jia and Reich, 2008; Jia et al., 2008). In other words, if customer service achievements are not rewarded, they might not be a priority for employees; thus, an important factor in promoting a favorable IT service climate to focus on service outcomes in the evaluation structure.',10311),(2707,'Internal IT service perception','We capitalize on this opportunity by addressing the following research question: ‘‘How does an organization’s internal IT service perceptions influence its IT agility?” \r\nWe propose that internal IT service perceptions (a non-matched reconceptualization of IT service climate) is related to IT agility, both as a direct driver and as an indi-rect influence, mediated by the IT service quality that is supported by a positive service environment.',10311),(2708,'IT service quality','performance of the level of IT customer service provided to an organization; IT service quality is defined as the degree to which the IT department provides service to customers that meets customer expec-tations (Zeithaml, 1988).',10311),(2709,'IT agility','‘‘the ability to respond operationally and strategically to changes in the external environment through IT” (Fink and Neumann, 2007, p. 444).',10311),(2710,'Acceptance','Acceptance is the extent to which members of a problem-solving group acquiesce to the views and solutions of other members, while holding reservations about those views and solutions.',10459),(2711,'Agreement','Agreement is the extent to which members of a problem-solving group hold similar views and solutions about the problem at the end of their task.',10459),(2712,'Tangibles','Sub-construct; the physical appearance of ITfacilities, equipment, personnel, andmaterials',10311),(2713,'Reliability','Sub-construct; the ability of IT personnel toperform IT services accurately anddependably',10311),(2714,'Responsive','Sub-construct; IT employee willingnessto help customers and provide promptservice',10311),(2715,'Assurance','Sub-construct; IT employee courtesy andability to engender trust and confidence',10311),(2716,'Empathy','Sub-construct; IT employee ability to providecaring and custom attention to customers',10311),(2717,'Information agility','Sub-construct; the ability of ITdepartments to accommodate change inthe way organizational users access anduse information resources',10311),(2718,'Strategic agility','Sub-construct; the ability of ITdepartments to respond efficiently andeffectively to emerging marketopportunities by taking advantage ofexisting IT capabilities',10311),(2719,'System agility','Sub-construct; the ability of ITdepartments to accommodate change ininformation systems through systemdevelopment, implementation,modification, and maintenance',10311),(2720,'No.employees manage','',10311),(2721,'Age','',10311),(2722,'Education','',10311),(2723,'Gender','',10311),(2724,'Years work','',10311),(2765,'Data analytics Competency','Second-Order FactorI\r\nIn this study, data analytics competency is suggested to increase firm decision making performance.',10312),(2766,'Decision Making Performance','Second-Order Factor\r\nIn this study, decision making performance is considered as the dependent variable which refers to the users’ evaluations of decision quality and efficiency in their decision making process (Huber, 1990; Jarupathirun, 2007).',10312),(2767,'Analytical Skills','First-Order Factor\r\n7-point Likert scales ranging from “strongly disagree” to “strongly agree”:\r\n• Our data analytics users are knowledgeable when it comes to utilizing such tools.\r\n• Our data analytics users possess a high degree of data analytics expertise.\r\n• Our data analytics users are skilled at using data analytics tools.',10312),(2768,'Data Quality','First-Order Factor\r\n7-point Likert scales ranging from “strongly disagree” to “strongly agree”:In my\r\norganization, data used in data analytics:\r\n• is reliable\r\n• has an appropriate level of details\r\n• is secure\r\n• is timely\r\n• is relevant to the task at hand\r\n• is accurate',10312),(2769,'Domain Knowledge','First-Order Factor\r\n7-point Likert scales ranging from “strongly disagree” to “strongly agree”:In my\r\norganization, there is a high level of knowledge of the\r\n• External environment (e.g., government, competitors, suppliers, and customers)\r\n• Organizational goals and objectives\r\n• Core capabilities of the organization\r\n• Key factors that must go right for the organization to succeed',10312),(2770,'Decision Quality','First Order Factor\r\n7-point Likert scales ranging from “strongly disagree” to “strongly agree”:In my\r\norganization, decision outcomes are often\r\n• accurate\r\n• correct\r\n• precise\r\n• flawless\r\n• error-free\r\n• reliabl2',10312),(2771,'Decision Efficiency','First Order Factor\r\n7-point Likert scales ranging from “strongly disagree” to “strongly agree”:\r\n• In my organization, the time to arrive at decisions is fast.\r\n• In my organization, the speed of arriving at decisions is high.',10312),(2772,'Bigness of Data','First Order Factor\r\n7-point Likert scales ranging from “strongly disagree” to “strongly agree”:My organization\r\nprocesses\r\n• High volumes of data.\r\n• Real time data.\r\n• Different types of data.',10312),(2773,'Tools Sophistication','First Order Factor\r\n7-point Likert scales ranging from “strongly disagree” to “strongly agree”:In my\r\norganization, we use tools that\r\n• Provide information processing and retrieval capabilities\r\n• Perform modeling and simulation\r\n• Perform natural language analytics (extracting information from unstructured sources\r\nsuch as social media)\r\n• Provide real-time insight\r\n• Identify problems\r\n• Evaluate different alternatives',10312),(2774,'Mobile Protection Settings Awareness','Mobile protection settings awareness refers to the degree to which an individual is conscious of the existence of tools and practices to protect his or her information on his or her mobile device (Dinev and Hu, 2007). \r\nH7. Mobile protection settings awareness is negatively related to mobile privacy concern.',10313),(2775,'Prior invasion experience','Many studies include individuals’ prior privacy invasion experiences as an antecedent to their information privacy concern. The assumption is that people who have previous experiences with their information being compromised are more likely to have an increased concern about information disclosure (Smith et al., 1996; Xu et al., 2012). This relationship has been supported in studies where prior invasion experience did affect perceived risks of sharing information (Li et al., 2014; Pavlou and Gefen, 2005; Smith et al., 1996), including in mobile contexts (Xu et al., 2012; Xu et al., 2011).\r\nH8. Prior invasion experience is positively related to mobile privacy concern.',10313),(2776,'Mobile Privacy Concern','',10313),(2777,'Trust of Mobile Platform','',10313),(2778,'Attitude Towards Information Sharing','',10313),(2779,'Mobile Privacy Protection Self-Efficacy','',10313),(2780,'Mobile Information Protection Intention','',10313),(2781,'Mobile Information Protection Behavior','',10313),(2782,'Information Quality','In our study, quality represents B2B exchange performance in terms of perceived information quality, system quality, and service outcome quality.\r\nH2. Information quality will have a stronger absolute influence on trusting beliefs than on distrusting beliefs.',10314),(2783,'System Quality','H3. System quality will have a stronger absolute influence on trusting beliefs than on distrusting beliefs.',10314),(2784,'Service Outcome Quality','H1. Service outcome quality will have a stronger absolute influence on distrusting beliefs than on trusting beliefs.',10314),(2785,'Trusting Beliefs','H4. Trusting beliefs will have a stronger absolute influence on relationship commitment than will distrusting beliefs.',10314),(2786,'Distrusting Beliefs','H5. Distrusting beliefs will have a stronger absolute influence on perceived risk than will trusting beliefs.',10314),(2787,'Relationship Commitment','H6. Relationship commitment will positively influence continuance intention.',10314),(2788,'Perceived Risk','H7. Perceived risk will negatively influence continuance intention.',10314),(2789,'Continuance Intention','We also show how trusting and distrusting beliefs in the exchange partner differentially influence continuance intentions. This study is an initial attempt to unravel some online B2B data exchange system relationship complexities.\r\nContinuance intention means users’ long-term plans to continue using the data exchange system.',10314),(2790,'Easy of use','',10421),(2791,'Perceived usefulness','',10421),(2792,'Compatibility','',10421),(2793,'Mobility','movement of technologies, people, settings, etc.',10421),(2794,'Use intention','',10421),(2795,'Use context','use environment',10421),(2797,'Initial Beliefs','',10257),(2798,'Disconfirmation','',10257),(2799,'Modified Beliefs','',10257),(2800,'Pre-usage Attitude','',10257),(2801,'Satisfaction','',10257),(2802,'Post-usage Attitude','',10257),(2803,'Continuance Intention','',10257),(2804,'Perceived Usefulness','',10257),(2805,'Effort Expectancy','',10257),(2806,'Social Influence','',10257),(2807,'Facilitating Conditions','',10257),(2808,'Trust','',10257),(2809,'Cognition-based trust','McAllister (1995) defined trust as ‘the extent to which a person is confident in, and willing to act on the basis of, the words, actions and decisions of another’. Cognition-based trust will be established through factors such as competence and reliability (McAllister, 1995).',10256),(2810,'Affect-based trust','McAllister (1995) defined trust as ‘the extent to which a person is confident in, and willing to act on the basis of, the words, actions and decisions of another’. affect-based trust will be formed through people’s investment in emotions, expressing care and understanding (McAllister, 1995).',10256),(2811,'Guanxi orientation','Notwithstanding its specific relevance for China, guanxi has been accepted as a valid sociocultural construct in a variety of disciplines including business, management and marketing (Chen & Chen, 2004). Guanxi involves ‘dyadic relationships that are based implicitly (rather than explicitly) on mutual interest and benefit’ (Yang, 1994). The term ‘guanxi orientation’ refers to a psychological inclination and behavioural mode based on guanxi, whereby individual people consider both themselves and others for the purpose of fixing their own role and reacting to outsiders (Zuo, 2002). Yang (2005) included guanxi orientation as an important component of social orientation, adopting ‘relational determinism’ as a way of emphasizing the importance of this concept: during social interactions, Chinese people tend to use different ways of treating their fellow interlocutors according to the level of shared guanxi.',10256),(2812,'Intention to share tacid knowledge','McInerney (2002) defined tacit knowledge as ‘the expertise and assumptions that individuals develop’. It has been suggested that tacit knowledge is subconscious, difficult to articulate and based on experience. Since tacit knowledge is commonly embedded in stories, it can only be transferred effectively when the narratives of those stories are preserved (Snowden, 2008).',10256),(2813,'Intention to share explicit knowledge','McInerney (2002) defined explicit knowledge as ‘knowledge has been explained, recorded or documented’. Explicit knowledge is formally articulated, fixed, codified and well documented; it can be contained in reports, cases and documents and stored in knowledge repositories (McInerney, 2002).',10256),(2814,'Face gaining','Face has been defined as ‘respect, pride and dignity as a consequence of his/her social achievement and the practice of it’ (Leung & Chan, 2003). Face also refers to the image that one cultivates and manages in order to gain acceptance and recognition from others. Chinese people have a strong consciousness towards face and in consequence tend to invest considerable effort to maintain their face (King, 1988). The concept of ‘face work’ has been developed to refer to ‘projection of self-image and impression management’ (Hwang, 1987). One can gain face by displaying one’s strengths, especially those that are expected by the public. Ho (1976) suggested that face could be gained through recognition by others and enhancement of one’s social status. Huang et al. (2008) indicate that face saving has a negative impact on the intention to share knowledge while face gaining has a positive impact.',10256),(2815,'Face saving','Face has been defined as ‘respect, pride and dignity as a consequence of his/her social achievement and the practice of it’ (Leung & Chan, 2003). Face also refers to the image that one cultivates and manages in order to gain acceptance and recognition from others. Chinese people have a strong consciousness towards face and in consequence tend to invest considerable effort to maintain their face (King, 1988). The concept of ‘face work’ has been developed to refer to ‘projection of self-image and impression management’ (Hwang, 1987). Chu (2006) suggests that in order not to lose face, one should not make mistakes in public. Huang et al. (2008) indicate that face saving has a negative impact on the intention to share knowledge while face gaining has a positive impact.',10256),(2816,'Performance Expectancy','Based on Davis et al. (1989) and Venkatesh et al. (2003), performance expectancy is defined as the degree to which individuals in a country perceive that ecommerce adoption will offer development potential. Performance expectancy or perceived usefulness has been found to be the strongest predictor of adoption behaviour (Venkatesh et al., 2003). Perceived expectancy is also believed to be instrumental in understanding national perceptions towards ecommerce adoption.',10255),(2817,'Social Influence','Developing countries are in a race to catch up with developed nations, and social influence plays an important role in understanding their adoption behaviour (Venkatesh et al., 2003). In this context, social influence is defined as the degree to which individuals in developing countries perceive how other people they consider important feel about their adoption of ecommerce technologies.',10255),(2818,'Technological Opportunism','Technological opportunism is defined as the sense-and-respond capability of entities with respect to new technologies (Srinivasan et al., 2002).',10255),(2819,'Facilitating Conditions','Building on Venkatesh et al. (2003), facilitating conditions are defined as the degree to which a prospective adopter in a country believes that enabling factors exist to support the adoption of ecommerce technologies.',10255),(2820,'Actual Adoption (Networked Readiness Index)','Whenever possible, measures were based on existing scales except for actual adoption behaviour measured by the Networked Readiness Index. The Networked Readiness Index is an index developed annually by the World Economic Forum (2006) that measures the level of internet readiness in terms of actual usage. Because the index measures a country’s internet adoption readiness and because ecommerce commonly relates to product and information transactions using the internet, the index is apt for gauging actual ecommerce adoption.',10255),(2821,'Trust-integrity','The seller was honest\r\nI thought the seller had integrity',10315),(2822,'Trust-benevolence','The seller put my interests first\r\nThe seller had my interests in mind\r\nThe seller wanted to understand my needs and preferences',10315),(2823,'Trust-competence','The seller had the expertise to understand purchasing and selling stock\r\nThe seller had good knowledge about purchasing and selling stocks\r\nThe seller considered all the important attributes of buying or selling a stock',10315),(2824,'Satisfaction','Overall I was satisfied with the outcome of the negotiation',10315),(2825,'Purchase behavior','We measured purchase behavior based on the transaction agreement (i.e., the number of\r\nshares purchased) reached between buyers and sellers. As the buyer needs to use real money\r\nto purchase the shares, such a measure is more realistic as compared to asking their purchase\r\nintention',10315),(2826,'Motivation to Transact','Control Variable',10315),(2827,'Prior Transaction Experience','Control Variable',10315),(2828,'Technology Anxiety','Control Variable',10315),(2829,'CEO’s understanding of the CIO','',10316),(2830,'CIO’s understanding of the CEO','',10316),(2831,'Quality of Collaboration indicated by CEO','',10316),(2832,'Quality of Collaboration indicated by CIO','',10316),(2833,'IT Contribution indicated by CEO','',10316),(2834,'IT Contribution indicated by CIO','',10316),(2835,'Fearful Use','Fearful use is related to a phenomenon referred to in the literature as ‘‘general computer anxiety” (Brown et al., 2004). Such anxiety has been widely studied (e.g., Brown et al., 2004; Compeau et al., 1999; Venkatesh and Morris, 2000; Venkatesh et al., 2003). Fearful use is often induced by the users’ need to comply and fit in with their work group or peer group (Maslow, 1954; Winter, 1996) while being  insufficiently trained (Walsh et al., 2010) (‘‘Everybody around me uses these tools. I am keen to use them, but I am always afraid of making mistakes. . .there are so many things that I still have to learn about it”: CFO in an SME).\r\nFEARUSE1 When I use IT, I am always afraid of making mistakes\r\nFEARUSE2 When I use a computer, I am always afraid to hit the wrong key and lose all my data\r\nFEARUSE3 When I use a computer, there is always a moment when I panic because I have done something that I should not have',10317),(2836,'Self-Indulging Use','Self-indulging use refers to the use of IT to fulfill needs for power and prestige (Maslow, 1954; Winter, 1996). This type of use results from the importance of image, as defined by Moore and Benbasat (1991). The use of IT as a power symbol has been widely studied in the literature (Jasperson et al., 2002; Jouët, 2000). In the secondary qualitative data available, we found that the needs for power and prestige were often combined with sharp ambition and, when also combined with the users’ perception of some lack of recognition, led to abusive behavior: Some of the users chose not to share their IT knowledge fully with others in order to boost and retain their own power and prestige (‘‘After he left, I discovered why people who worked with him could not do their job properly and why they kept complaining about him. . .He kept purposely withholding parts of the information needed to operate the system. . .This way, we always needed him to be around and it boosted his ego”: CEO, talking about a logistics manager who had left the firm). However, these last elements would need to be confirmed in further research, as we were not able to confirm them with the quantitative data we collected.\r\nSELFINUSE1 My IT know-how gives me a certain prestige and I like that \r\nSELFINUSE2 I appreciate the power that my IT knowledge gives me',10317),(2837,'Opportunistic Use','Opportunistic use involves extrinsic motivation, with identified and/or external regulation (Deci and Ryan, 2008), and, hence, differing degrees of self-determination. It fulfills the users’ aim to improve efficiency in their tasks or jobs (‘‘[with IT], I can do some of the things I have to do better and much faster”: professor). IT is seen as instrumental in practicalneeds fulfillment. When opportunistic use is high, IT is used to achieve tasks more efficiently (identified regulation: Deci and Ryan, 2008 – ‘‘Since I started to use IT, I am much more efficient in my work”: CEO). When the assessment of this type of use is low, usage is mostly limited to a few software functionalities, in order to comply with hierarchical instructions in a reward-punishment approach (external regulation: Deci and Ryan, 2008 – ‘‘I use only the functionalities I am told I have to use for my job by my boss”: PR manager). In this case, it may then be considered as resulting from ‘‘subjective norm” – that is, the perceived social pressure to perform (or not perform) a given behavior (Ajzen, 1991; Davis et al., 1989; Fishbein and Azjen, 1975; Mathieson, 1991; Taylor and Todd, 1995a, 1995b).\r\nOPPUSE1 IT allows me to save time\r\nOPPUSE2 I am faster in some of my tasks when I use IT\r\nOPPUSE3 IT allows me to be more efficient',10317),(2838,'Extensive Use','Extensive use IT use is extensive when IT is considered essential and used in most aspects of life (‘‘I use IT for everything”: store worker). Extensive users would rather not have to do without their IT (‘‘I prefer not to have to do without it”: CEO). In some instances, IT is considered as an extension of the self (‘‘My IT tools are so much part of my life. . .of myself. . .that I feel ‘truncated’ when I don’t have them”: Assistant Professor). In extreme cases of extensive use, IT use sometimes becomes close to an addiction, and use becomes compulsive: A great proportion of time is spent using IT, while everything else in life tends to be neglected, and users tend to lose track of time, with IT taking priority over many other elements of their private lives (‘‘As soon as I wake up, I look for my computer”: Baker). Although computer addiction is now a recognized medical issue (Wieland, 2005), it has rarely been integrated into mainstream IS models (Turel et al., 2011). For computer addicts, IT use may be perceived to be as essential as fulfilling primary, biological needs – such as eating and drinking (Maslow, 1954; Winter, 1996).\r\nEXTUSE1 I use IT in all aspects of my life\r\nEXTUSE2 I consider IT essential to every aspect of my life\r\nEXTUSE3 I use IT so much and for so many things that I do not want to be without it',10317),(2839,'Self-Enhancing Use','Self-enhancing use involves the fulfillment of self-accomplishment needs (Maslow, 1954; Winter, 1996). Users want to discover, understand, and learn for themselves about any IT that they use (‘‘He learned by himself because he really wanted to; he kept asking everybody and anybody around him questions about it, until he had all the answers he needed”: journalist, talking about one of his friends). They do this to enhance their own development and to fulfill their general desire to discover, understand, and learn (‘‘I like to know about things, to discover new things. . .Computers and software help me do this”: student). Self-enhancing use is often accompanied, at least after initial training has been completed, by self-training (‘‘I learned about IT on my own. . .completely. . . I learned because I wanted to. It was not very difficult. First, I learned to type, and then I found things out”: retired executive) and a thorough use of most functionalities of any software utilized (Walsh et al., 2010). This type of use might be considered as linked to the exploration use investigated by Devaraj et al.(2008), the dimensions of usage investigated by Sun (2012) (‘‘trying new features,” ‘‘feature substituting,” etc.), and the finesse dimension highlighted by Munro et al. (1997).\r\nSELFENH1 If I cannot manage to use a piece of software, I try to understand why\r\nSELFENH2a If I cannot manage to use a piece of software, I will not bother to find out why\r\nSELFENH3 When using software, if I am confronted with a problem I do not understand, I like it when I find solutions by myself',10317),(2840,'Socializing Use','Socializing use: This dispositional attribute is related to affiliation needs (Maslow, 1954; Winter, 1996). Users employ IT to keep in touch with people, to communicate/exchange information with their social groups (personal or workbased), and/or to be part of a community (e.g., social networks or virtual work teams) (‘‘I need IT to talk to my friends, my family, to exchange with my work colleagues. . . I use emails, Facebook”: comedian; and ‘‘[With IT], you can communicate with people that you know”: arts student). The use of IT to socialize and communicate through emails, intranets, and social networks has tremendously increased during the last decade (Boyd, 2008; Flanagin and Waldeck, 2004).\r\nSOCUSE1 I use IT to communicate\r\nSOCUSE2 I use IT to socialize with certain people\r\nSOCUSE3 I use IT to keep in touch with certain people without being physically face to face',10317),(2841,'Expectable Use','We define expectable use as the user’s disposition, or inclination, to use any IT (digital devices, software, etc.) pro-actively and in a self-determined fashion.',10317),(2842,'Perceived Success of Competitors that have adopted Grid computing','Our main competitors that have adopted Grid Computing. . .\r\n. . .have benefited greatly \r\n. . .are perceived favorably by others in the same industry \r\n. . .are perceived favorably by suppliers \r\n. . .are perceived favorably by customers',10318),(2843,'Perceived Extent of Adoption by Competitors','What is the extent of adoption of grid computing by your firm’s competitors currently?',10318),(2844,'Perceived Dominance of Customers that have adopted Grid computing','With regard to our main customers that have adopted Grid computing. . .\r\n. . .our firm’s well-being depends on their purchases \r\n. . .our firm cannot introduce switching costs to them \r\n. . .our firm MUST maintain good relationships with them \r\n. . .they are the largest customers in the industry',10318),(2845,'Perceived Dominance of Suppliers that have adopted Grid computing','With regard to our main suppliers that have adopted Grid computing. . .\r\n. . .our firm’s well-being depends on their resources \r\n. . .our firm cannot easily switch away from them \r\n. . .our firm MUST maintain good relationships with them \r\n. . . they are the core suppliers in a concentrated industry',10318),(2846,'Conformity with Parent Corporation’s Practices','Has your parent company adopted Grid computing?',10318),(2847,'Perceived Extent of Adoption by Suppliers','What is the extent of adoption of Grid computing by your firm’s suppliers currently?',10318),(2848,'Perceived Extent of Adoption by Customers','What is the extent of adoption of Grid computing by your firm’s customers currently?',10318),(2849,'Participation in Industry,  Business or Trade associations','Do you participate in any industry. trade or professional bodies where you have been exposed to Grid\r\ncomputing promotion and information?',10318),(2850,'Perceived Complexity of Using Grid computing','Moderator\r\nGrid computing is conceptually difficult to understand from a business perspective \r\nGrid computing is conceptually difficult to understand from a technical perspective \r\nUsing Grid computing is difficult',10318),(2851,'Intention to Adopt Grid computing','Our firm is contemplating to adopt Grid computing in the next 1–2 years \r\nOur Firm is likely to adopt Grid computing in the next 1–2 years',10318),(2859,'Performance Risk','The possibility of the product malfunctioning and not Performing as it was designed and advertised and therefore failing to deliever the desired Benefits.',10420),(2860,'Financial Risk','The potential monetary outlay associated with the initial purchase Price as well as the subsequent maintenance cost of the product.',10420),(2861,'Time Risk','Consumer may lose time when making a bad purchasing decision by wasting time researching and making the purchase, learning how to use a product or Service only to have to replace it if it does not perform to expectations.',10420),(2862,'Psychological Risk','The risk that the Service will lower the consumer\'s self Image.',10420),(2863,'Social Risk','The risk that using a product or service may lead to embarrassmen before one\'s social Group.',10420),(2864,'Physical Risk','The risk to the buyer\'s or other\'s safety in using products.',10420),(2865,'Privacy Risk','Potential loss of Control over personal Information, such as when Information About you is used without your Knowledge or permission.',10420),(2866,'Overall Risk','A General measure of perceived risk when all criteria are evaluated together.',10420),(2867,'Perceived Risk','',10420),(2868,'Perceived Usefulness','the extent to which a Person believes that using a particular System will enhance his or her Job performance',10419),(2869,'Perceived Ease of Use','the extent to which a Person believes that using a particular System will be free of effort',10419),(2870,'Perceived Credibility','the extent to which a Person believes that the use of mobile banking will have no security or privacy threats',10419),(2871,'Perceived Self-efficacy','the judgment of one\'s ability to use mobile banking',10419),(2872,'Perceived Financial Cost','the extent to which a Person believes that using mobile banking will cost money',10419),(2873,'Behavioral Intention','',10419),(2874,'Mobile Skillfulness','In this study, mobile skillfulness refers to the individual\'s assessment of his/her ability to perform a specific Task well while using a mobile phone.',10418),(2875,'Anxiety','In this study, anxiety refers to negative emotions in cognitive states; these emotions are evoked in actual or imaginary interactions with m-shopping system.',10418),(2876,'Enjoyment','In this study, enjoyment refers to the customers’ direct experience of immediate pleasure and joy from using the MSS.',10418),(2877,'Ease of Access','In this study, ease of access refers the degree to which a customer believes that accessing the internet via a mobile phone will be free of effort.',10418),(2878,'Usefulness','Usefulness is the individual’s perception of the act of performing a behavior to gain speciﬁc rewards.',10418),(2879,'Compatibility','Compatibility refers to the degree to which an innovation is perceived to be consistent with the values, past experiences, and needs of potential adopters.',10418),(2880,'Mobile Shopping Intention','',10418),(2881,'Design Aesthetics','Interface design is increasingly important as companies and entertainment websites compete for rapidly increasing customers. The sensory experience of the website can also determine whether a user stays and stops. Visual design refers to the balance, emotional appeal, or aesthetic of a website and it may be expressed through colors, shapes, font type, music or animation.',10395),(2882,'Usefulness','',10395),(2883,'Ease of Use','',10395),(2884,'Enjoyment','Various antecedents of playfulness have been identified, including website characteristics. Seven such characteristics were: content; speed; ease of use; experimentation; variety; navigation; feedback; focused attention; control. All characteristics were found to influence perceptions regarding playfulness of the site.',10395),(2885,'Mobile Loyalty','Online loyalty or e-loyalty has been defined as a consumer\'s intention to buy from a website or to visit it again.',10395),(2886,'Perceived Ease of Use','Perceived ease of use is defined as the defree to which the user believes that using m-commerce requires Little effort.',10394),(2887,'Perceived Usefulness','Perceived usefulness is the total vaule a user perceives from using a new technology.',10394),(2888,'Perceived Enjoyment','Perceived enjoyment is found to have Play an important role in determining the acceptance of Information Systems.',10394),(2889,'Trust','Trust in this study focused on the trust on m-commerce application Providers, and whether consumers trust the Reputation, security, and privacy of the Providers to Conduct m-commerce activities.',10394),(2890,'Cost','Cost involved in m-commerce include the subscription fees, cost of device, and cost to download certain applications.',10394),(2891,'Network Influence','',10394),(2892,'Variety of Services','',10394),(2893,'Consumer intention to adopt m-commerce','',10394),(2894,'Personal Innoativeness','Personal innovativeness represents an individual\'s willingness to accept new Things or new concepts and even to try new products or Services.',10393),(2895,'Perceived Risk','It can be thought of as consumers\' belief About the potential negative Outcomes resulting from the use of mobile ticketing technology.',10393),(2896,'Perceived Usefulness','',10393),(2897,'Perceived Ease of Use','',10393),(2898,'Behavioral Intention','',10393),(2899,'Mimetic Pressure','Mimetic pressures cause the structures and actions of an organization to change over time in response to the structures and actions of other organizations that occupy similar positions in their common environment (e.g., competitors in the same industry).\r\nH1. Higher mimetic pressures lead to stronger intentions to adopt grid computing.\r\nH4. Mimetic pressures have a stronger effect on intentions to adopt grid computing than do coercive or normative pressures.',10318),(2900,'Coercive  Pressure','Coercive pressures instead arise when an organization dominates other institutions in its network, such that it can force others to change their organizational structures or execute certain actions (DiMaggio and Powell, 1983).\r\nH2. Higher coercive pressures lead to stronger intentions to adopt grid computing.',10318),(2901,'Normative  Pressure','normative pressures emerge from the direct or indirect ties of an organization to noncompeting organizations (e.g., firm–customer, firm–supplier) that already have adopted an innovative technology or the norms of the organization’s environment.\r\nH3. Higher normative pressures lead to stronger intentions to adopt grid computing.',10318),(2902,'Management-Related Innovativeness','Key executives of the firm are willing to take risks to seize and explore ‘‘chancy’’ growth.\r\nSenior executives constantly seek unusual and novel solutions to problems .\r\nWhen our firm sees new ways of doing things. it quickly adopts them.',10318),(2903,'Personnel-Related Innovativeness','We get a lot of support from managers if we want to try new ways of doing things.\r\nIn our company. we tolerate individuals who do things in a different way .\r\nWe are willing to try new ways of doing things and seek unusual. novel solutions .\r\nWe encourage people to think and behave in original and novel ways.',10318),(2904,'Innovativeness','Innovativeness also is a second-order formative construct, consisting of management-related innovativeness and personnel-related innovativeness (Wang and Ahmed, 2004). Innovative management must be supported by employees who are willing to deploy the new technology; otherwise, managers would need to combat obstacles within the organization to achieve the desired strategic advantage.',10318),(2905,'Trust in Grid Technology','Grid computing is. . . \r\n. . .dependable \r\n. . .process data securely\r\n. . .robust',10318),(2906,'Trust in Grid Participants','Suppliers and enquirers of Grid-resources are in general. . .\r\n. . .dependable \r\n. . .reliable \r\n. . .honest \r\n. . . trustworthy',10318),(2907,'Trust','H6. Increasing trust (person-to-person and person-to-technology) leads to stronger intentions to adopt grid computing.',10318),(2908,'Attitude toward Outsourcing','We therefore consider the attitude toward outsourcing as another potentially important influence on the intention to adopt grid computing (Minoli, 2005): \r\nH7. Better attitudes toward outsourcing lead to stronger intentions to adopt grid computing.\r\nThe attitude toward outsourcing construct comprises two reflective subconstructs, attitude toward outsourcing IT resources and attitude toward outsourcing business processes.',10318),(2909,'Attitude toward Outsourcing of IT-Resources','Our firm is outsourcing IT-resources to external service providers (OUT-IT1)\r\nOur firm has made good experiences with the outsourcing of IT-resources (OUT-IT2)\r\nOur firm will continue with the outsourcing of IT-resources in the future',10318),(2910,'Attitude toward Outsorcing of Business Processes','Our firm is outsourcing many business processes to external service providers\r\nOur firm has made good experiences with the outsourcing of business processes \r\nOur firm will continue with the outsourcing of business processes in the future',10318),(2911,'Need for Privacy','need for privacy offers an obstacle to the adoption of grid computing, and we predict:\r\nH8. Increasing needs for privacy reduce intentions to adopt grid computing.\r\nIt is important. that other firms in the Grid cannot discover at which time our firm is using resources in\r\nthe Grid.\r\nIt is important. that other firms the Grid cannot discover how intensely our firm is using resources in\r\nthe Grid.',10318),(2912,'Perceived Resource Scarcity','Our firm’s IT-resources are not adequate to handle the development need of new products and services\r\nThe work done in my department could be done more efficiently, if we could access to more powerful\r\nIT-resources \r\nThe employees in my department often completely utilize the available IT-resources\r\nH9. Greater perceived resource scarcity leads to stronger intentions to adopt grid computing.',10318),(2913,'Firm performance','Operating Performance (5 item scale, Scale Anchors: Strongly agree. . ..Strongly Disagree, 7 point scale)\r\nPerformance in the last 3 years on (1) improvement in market share in major product markets, (2) cost,\r\n(3) productivity, (4) profitability and (5) overall financial performance compared to competitors',10319),(2914,'Organizational agility','Customer Responsiveness (5 item scale, Scale Anchors: Less Successful . . ..Similar. . .More Successful, 7 point scale) \r\nHow successful the firm is compared to the top 3 firms in its industry in (1) identifying customer\r\nneeds, (2) tailoring products/services to customer needs, (3) identifying customer groups not served\r\nby the firm, (4) responding to customer service requests, (5) providing information to customers\r\nNicholas and Grover (2002)\r\nOperational Flexibility (6 item scale, Scale Anchors: Less successful . . ..Similar. . .More Successful, 7 point scale) How successful the firm is compared to the top 3 firms in its industry in: (1) integrating internal processes, (2) integrating across its supply chain, (3) enhancing business process flexibility, (4) increasing the speed of product development, (5) increasing the speed of product delivery, (6) increasing the speed of logistics activities Sambamurthy et al. (2003)\r\nStrategic Flexibility (5 item scale, Scale Anchors: Less successful . . ..Similar. . .More Successful, 7 point scale) How successful the firm is compared to the top 3 firms in its industry in: (1) increasing the speed of responding to business opportunities and threats, (2) identifying new markets, (3) entering new markets, (4) redefining the scope of its business, (5) responding to competitors’ product and service strategies \r\nStrategic Flexibility (5 item scale, Scale Anchors: Less successful . . ..Similar. . .More Successful, 7 point scale) How successful the firm is compared to the top 3 firms in its industry in: (1) increasing the speed of responding to business opportunities and threats, (2) identifying new markets, (3) entering new markets, (4) redefining the scope of its business, (5) responding to competitors’ product and service\r\nstrategies',10319),(2915,'Innovation capacity','Firm Innovativeness (5 item scale, Scale Anchors: Strongly Agree . . ... Strongly Disagree, 7 point scale).\r\n(1) risk taking is encouraged in our firm, (2) creativity is encouraged in our firm, (3) management actively\r\nseeks innovative ideas, (4) management is tolerant to mistakes when taking risks (5) the firm is often\r\nfirst to market with new products and services\r\nCoupling (Scale Anchor: Totally Separate, Somewhat Separate, Somewhat Integrated, Fully Integrated)\r\nHow integrated are your IT-enabled new initiatives (such as E-Business) with your current business\r\noperations\r\nH2a. Innovation capacity of a firm will have a positive relationship with organizational agility.\r\nH2b. Innovation capacity of a firm will positively moderate the relationship between digital platform capability and organizational agility.',10319),(2916,'Digital platform capability','IT Infrastructure Flexibility (5 item scale, Scale Anchors: Strongly Agree . . ... Strongly Disagree, 7 point scale) (1) IT infrastructure components are standardized, (2) connectivity of IT platforms within the firm are adequate, (3) connectivity of IT platforms across the supply chain are adequate, (4) data is easily sharable within and across the firm, (5) application systems are highly modular Armstrong and Sambamurthy (1999), Rai et al. (1997), and Duncan (1995) \r\nApplication Platform Scope\r\nWhich of the following technologies have been adopted by your organization (Pick all that apply)\r\n(1) Enterprise Resource Planning, (2) Supply Chain Management, (3) Customer Relationship Management, (4) Electronic Commerce, (5) Business Intelligence, (6) Knowledge Management, (7) Mobile Computing\r\nH1. Digital platform capability will have a positive relationship with organizational agility.',10319),(2917,'IS capabilities','IS Planning Sophistication (4 item scale, Scale Anchors: Strongly Agree . . ... Strongly Disagree, 7 point scale) (1) participation of senior management in IS planning, (2) participation of business units in IS planning, (3) use of formal IS planning methodologies, (4) comprehensiveness of the planning methodology\r\nSystems Delivery Capability (6 item scale, Scale Anchors: Strongly Agree . . ... Strongly Disagree, 7 point scale) The systems delivery process is (1) adaptable to different projects, (2) is continuously improved using formal measurement and feedback systems, (3) has adequate controls to achieve development outcomes in a predictable manner, (4) is flexible to allow quick infusion of new development methods, tools and techniques, (5) facilitates reuse of software assets such as design, code and requirements specifications, (6) is mature, well defined and documented\r\nH1a. Information systems functional capability will have a positive relationship with the digital platform capability.',10319),(2918,'T investment orientation','Please check the box that best describes your organization’s orientation towards investing in information technology. (tick one)\r\n- Our organization is quick to adopt leading edge information technology. We have a philosophy of being\r\nfirst in acquiring and applying new information technology. We are very creative and innovative in using\r\n‘‘leading edge” information technology. We spend significantly more on information technology than\r\nour competitors\r\n- We avoid investments in leading edge information technology. We have a philosophy of investing in proven technologies. We quickly follow the lead of innovators in adopting new and emerging information\r\ntechnologies. We are not the biggest IT spenders in our industry, but our IT investments are comparable\r\nto our competitors\r\n- We adopt information technology only after it becomes a necessity. We adopt only proven technology.\r\nWe rarely experiment with new and emerging information technologies. We critically evaluate\r\ninformation technology investments to assess their potential business value\r\nH1b. An aggressive IT investment orientation will have a positive relationship with digital platform capability.',10319),(2922,'Firm size','Kontrollvariable',10319),(2923,'Firm age','Kontrollvariable',10319),(2924,'Industry sector','Kontrollvariable',10319),(2925,'Usage barrier','-More learning efforts \r\n -Hard to use/slowness: inadequate keyboard and display device: limitation of the device in processing a large amount of information and in displaying the entire bill \r\n-small screens \r\n-No monetary value (price) and lack of innovation performance',10391),(2926,'Value barrier','-Learning costs higher than profit\r\n-Internet connection fees: more costly than beneficial \r\n-Real or noticed risks',10391),(2927,'Risk barrier','-Physical risk: someone may get hurt\r\n-customers worry about their privacy \r\n-they worry about confidentiality and personal information \r\n -Economic risk: believing to have made the wrong choice while selecting an innovation rather than -waiting for a cheaper one\r\n -fear of losing money\r\n-fear to make mistakes while using a mobile phone to carry out financial transactions\r\n-Functional risk: ability to function properly\r\n-concerns about internet disconnection\r\n-Social risk: fear of being misjudged',10391),(2928,'Tradition barrier','-Inertia against the change of habits\r\n-Incompatibility with existing values and standards as well as past experience \r\n-Lack of tangible added value and new additional channels\r\n -Feeling uncomfortable when facing self-service technologies: frustration with technology-based -systems (Parasuraman, 2000) \r\n-“some degree of technophobia”\r\n -Would rather carry out transactions with the help of staff members \r\n- social dimension and people interactions are important',10391),(2929,'Relative advantage','-“Better than the idea it supersedes”\r\n-Costs savings, social prestige or other benefits\r\n-Immediate, practical and affordable for consumers, accessible in real time, anytime 24/24, 7/7 outside working hours and no need to go anywhere',10391),(2930,'Compatibility','-Matching “existing values,” “past experiences”\r\n-Compatible with consumers lifestyle and preferences\r\n-Compatible with individual needs to be adapted to a more familiar environment',10391),(2931,'Trialability','-“May be experimented” \r\n-Being able to test and assess benefits\r\n-Learn how it works through experimentation\r\n-minimizes “fears of the unknown” \r\n-removes uncertainty',10391),(2932,'Facilitating conditions','-“The degree to which an individual believes that an organizational and technical infrastructure exists to support use of the system”\r\n-External conditions help users to overcome obstacles in order to use new information technologies\r\n-Related to operating time, familiarity with the mobile device and users technological skills\r\n-Related to the ability to handle mobile phones',10391),(2933,'Perceived enjoyment','-Pleasant to use\r\n-Pleasure and satisfaction',10391),(2934,'System quality','-Overall system performance\r\n-System stability, acceptable response time, friendly interface, ease of use\r\n-“network speed”',10391),(2935,'Trust','',10391),(2936,'Intention to use','',10391),(2937,'Perceived usefulness','',10390),(2938,'Perceived ease-of-use','',10390),(2939,'Context','',10390),(2940,'Perceived value','',10390),(2941,'GPRS connection support','',10390),(2942,'Perceived need','',10390),(2943,'Perceived cost','',10390),(2944,'Perceived trust','',10390),(2945,'Perceived risk','',10390),(2946,'Perceived Security Assurance','',10390),(2947,'Behavioral intention','',10390),(2948,'IT integration effort','The firm provided proper training to the CSD on the purpose, use, and function of the IT \r\nThe firm created formal plans to assist with the IT implementation in the CSD \r\nThe firm effectively involved the CSD in the implementation of the IT \r\nThe firm put the right structure in place to facilitate the use of the IT by the CSD\r\nH2a. Integration effort has a positive impact on the realization of synergy from a relationship between an IT asset and an organizational resource.\r\nH2b. Integration effort has a positive impact on the compatibility between an IT asset and an organizational resource.',10320),(2949,'Compatibility','The CSDb fully understands the functionality of the IT and how it works \r\nThe CSD has easily incorporated the IT into its routines \r\nThe CSD’s tasks and responsibilities are compatible with the functionality of the IT\r\nH1. Greater compatibility between an IT asset and an organizational resource is associated with greater realized synergy.',10320),(2950,'Synergy','Since not all emergent capabilities are desirable (Weetman, 2009), positive emergent capabilities are identified as synergy.\r\nThe IT extends the capabilities of the CSD \r\nThe IT increases the CSD’s efficiency \r\nThe implementation of the IT creates synergies within the CSD\r\nThe IT enables the CSD to adapt more quickly to environmental changes (e.g., fluctuations in call volume, seasonality)\r\nH1. Greater compatibility between an IT asset and an organizational resource is associated with greater realized synergy.',10320),(2951,'Value','Strategic potential\r\nFrom the firm’s perspective, the implementation of the IT enhances the usefulness of the  Customer Service Department (CSD)\r\nThe implementation of the IT increases the importance of the CSD to the firm\r\nThe implementation of the IT makes the CSD more valuable to the firm\r\nH3a. Greater synergy between an IT asset and an organizational resource is positively related to the value of the ensuing IT-enabled resource.',10320),(2952,'Rarity','Strategic potential\r\nFew of the firm’s competitors have managed to effectively implement a similar IT into their CSDs (Customer Service Department;)\r\nThe implementation of the IT makes the CSD unique in comparison to those of the firm’s competitors\r\nIt is unlikely for a competitor of the firm to have a CSD with a similar IT\r\nH3b. Greater synergy between an IT asset and an organizational resource is positively related to the rarity of the ensuing IT-enabled resource.',10320),(2953,'Inimitability','The implementation of the IT created a Customer Service Department (CSD) that few of the firm’s competitors can match \r\nThe IT implementation into the CSD cannot be easily replicated by the competition',10320),(2954,'Non-substitutability','Non-substitutability was measured using a single item and has no composite reliability score and average variance shared.\r\nThe firm could replace the current Customer Service Department with a self-service automated solution without a drop in service level (Reverse coded)',10320),(2955,'Operational Benefits','Firm performance\r\nThe IT implementation into the Customer Service Department (CSD) helps the firm to reduce costs\r\nThe IT implementation into the CSD helps the firm to increase revenue',10320),(2956,'Strategic Benefits','Firm performance\r\nThe IT implementation into the Customer Service Department (CSD) provides the firm with a competitive advantage\r\nThe IT implementation into the CSD enables the firm to respond more quickly to change\r\nStrategic benefits characterize the attainment of competitive advantage more so than operational benefits (Melville et al., 2004; Wade and Hulland, 2004). Since strategic benefits represent the external effectiveness of the focal firm vis-à-vis its competitors (Barney, 1991; Peteraf and Barney, 2003), an IT-enabled resource’s value, rarity, inimitability, and non-substitutability are expected to play a significant role in affecting those benefits.\r\nH5a. Each of an IT-enabled resource’s value and rarity is positively linked to operational benefits.\r\nH5b. Each of an IT-enabled resource’s value, rarity, inimitability, and non-substitutability is positively linked to strategic benefits.',10320),(2957,'Turbulence','The level of change in my organization’s market environment is frequent\r\nIn this study we measured the impact of environmental turbulence on outside-in IT-enabled resources using a single indicator.',10320),(2958,'Learning orientation','The concept of learning orientation was first examined at the individual level, and research at that level generally shows that a learning goal orientation is associated with adaptive behaviors and outcomes. Bunderson and Sutcliffe (2003) extend the concept to the group level and find that group-level learning orientation goals are significantly related to important outcomes. Scholars have further extended the concept of learning orientation to the firm level. Hult and his colleagues define a learning orientation as, ‘‘the degree to which the members of the. . . unit stress the value of learning for the long-term benefit\r\nof the. . . system’’ (Hult et al., 2003, p. 544). Garvin (1993, p. 80) defines a learning organization as ‘‘an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights.’’ Learning orientation at the firm level is comprised of three underlying values: a commitment to learning, open-mindedness, and shared vision (Baker and Sinkula, 1999; Calantone et al., 2002; Celuch et al., 2002; Sinkula et al., 1997). Firms that consciously attempt to learn – i.e., process information in a manner that expands its potential scope of operations (Huber, 1991) – and make learning a priority tend to do better than firms which do not (Baker and Sinkula, 1999;\r\nHedberg et al., 1977). A learning orientation reflects an internal management focus on making organizational learning a priority for organizational participants (Baker and Sinkula, 1999; Bunderson and Sutcliffe, 2003; Celuch et al., 2002; Garvin, 1993; Senge, 1990). Organizational learning closely relates to the concept of knowledge sharing (Huber, 1991; Hult et al., 2002). Cohen and Levinthal (1990) tie together the constructs of knowledge and learning in their concept of absorptive capacity and argue that learning normally occurs proximate to existing knowledge.\r\n1. Managers basically agree that our organization’s ability to learn is the key to our competitive advantage\r\n2. The basic values of this organization include learning as key to improvement\r\n3. The sense around here is that employee learning is an investment, not an expense\r\n4. Learning in my organization is seen as a key commodity necessary to guarantee organizational survival',10321),(2959,'Customer orientation','Business scholars have advocated that managers become more customer oriented, using terms such as customer-focused (Gulati and Oldroyd, 2005), close to the customer (Peters and Waterman, 1984), and customer-led (Slater and Narver, 1998). Since these terms may be used synonymously (Slater and Narver, 1995), we use the term ‘‘customer orientation’’ to describe this focus on customers. Customer-oriented firms ‘‘seek to understand customers’ expressed and latent needs, and develop superior solutions to those needs.’’ (Slater and Narver, 1999, p. 1165) Customer orientation involves taking actions based on market intelligence as opposed to verbalized customer opinions alone (Kohli and Jaworski, 1990). It means putting the interests of one’s customers first to help build customer relationships, identify market opportunities, and sustain business growth (Kohli and Jaworski, 1990; Narver and Slater, 1990). Generally, the logic underlying these admonitions is that the more businesses\r\nare aware of their customers’ needs, the better they will be in adapting to those needs. In turn, there is considerable evidence that adapting to customer needs results in superior performance (Narver and Slater, 1990).\r\n1. We constantly monitor our level of commitment and orientation to serving customer needs\r\n2. We measure customer satisfaction systematically and frequently.\r\n3. We pay close attention to after-sales service',10321),(2960,'Competitor orientation','There has also been a similar admonition to focus on competitors and their strategies. As firms become more aware of the competitive moves of rival firms, they will be able to develop effective counter-moves (or anticipatory moves) that should also enhance firm performance. Competitor orientation refers to a firm’s ability to identify its competitors, understand and respond to the strengths, weaknesses, capabilities and strategies of those competitors, and constantly collect competitor information from the marketplace (Han et al., 1998; Im and Workman, 2004; Narver and Slater, 1990). It involves identifying\r\nthe firm’s main competitors, their strengths and weaknesses, and their long-term capabilities and strategies (Slater and Narver, 1994b). Scholars recognize that firm executives may be unable to monitor both customer needs and competitor moves simultaneously because executives face cognitive limits regarding how much they can attend to at any given time, and customer needs and competitor moves force managers to attend to different types of information (Day and Wensley, 1988; March and Simon, 1958; Ocasio, 1997). Consequently, executives engage in processes of selective attention and  Simplification (March and Simon, 1958; Slater and Narver, 1994a). Both customer-focus and competitor-focus tend to be externally oriented, or ‘‘outside-in’’ (Baker and Sinkula, 1999; Celuch\r\net al., 2002). That is, they tend to focus the firm’s attention on factors external to the firm. However, there has been increasing realization in the strategy literature that a preoccupation on external factors overlooks vital internal firm factors (Barney and Zajac, 1994; Henderson and Mitchell, 1997). Recently, the strategy literature has turned its attention to an ‘‘inside-out’’ orientation (Baker and Sinkula, 1999; Celuch et al., 2002), focusing on internal firm factors – notably a ‘‘learning orientation’’ (Bunderson and Sutcliffe, 2003; Garvin, 1993; Senge, 1990).\r\n1. We rapidly respond to competitive actions that threaten us\r\n2. Top management regularly discusses the strengths and strategies of competitors\r\n3. Our salespeople regularly share information within our organization concerning competitors’ strategies',10321),(2961,'Community of practice','One important purpose of communities of practice is to share information, create a common understanding of the world, and share knowledge. Lesser and Prusak (2000, p. 124) argue that communities of practice are ‘‘the major building blocks in creating, sharing, and applying organizational knowledge’’ because communities of practice facilitate the development of social capital which is ‘‘a necessary condition for knowledge creation, sharing, and use.’’ McDermott (2000) asserts that ‘‘Knowledge belongs to communities. . . We learn by participating in these communities. . . Knowledge flows through professional communities, from one generation to the next.’’ (p. 26) ‘‘We acquire knowledge by participating in a community.’’ (p. 28) ‘‘Increasing an organization’s ability to leverage knowledge typically involves finding, nurturing, and supporting the communities that already share knowledge about key topics. . . The key to nurturing communities is to tap into their natural energy\r\nto share knowledge. . . People naturally seek help, share insights, and build knowledge in areas they care about.’’ (p. 29) In all of these quotes, the italics are in the original. The flip side of this is that members of the same community of practice can more easily share knowledge than can persons operating in different communities of practice, or not part of a community of practice (Hakanson, 2004). Thus, there exists a close and tight relationship between communities of practice and knowledge sharing, such that knowledge sharing indicates and evidences the presence of a community of practice, and knowledge\r\nsharing will occur within a community of practice.\r\n1. International business employees often compare foreign markets information obtained from different channels\r\n2. International business employees often study foreign markets information in order to find the basis for decision making\r\n3. International business employees often discuss and share foreign markets information\r\n4. International business employees often discuss and study foreign markets information with the employees from other departments.',10321),(2962,'Internet-enabled interfirm communication','We define Internet-enabled interfirm communication as the extent to which a firm uses the Internet to enable interactions with current and prospective customers.\r\nPlease indicate how the following questions are related to the business strategies of your firm\r\n1. The application of Internet technologies makes it easier and quicker for your firm to get information about trade businesses (including foreign customers), which helps to solve the problems of information asymmetry and information uncertainty\r\n2. The application of Internet technologies in your firm enables information sharing between your firm and existing and potential customers\r\n3. The application of Internet technologies in your firm enables interactions with your customers (i.e., Internet-enabled two-way and real-time communication with your existing and potential customers save costs)',10321),(2963,'Age','not applicable to single-item measures',10321),(2964,'Size','not applicable to single-item measures',10321),(2965,'Foreign tie','not applicable to single-item measures\r\nOur foreign customers, suppliers, and trading partners use Internet technologies.',10321),(2966,'Domestic tie','not applicable to single-item measures\r\nOur domestic customers, suppliers, and trading partners use Internet technologies.',10321),(2967,'Trust in functionality','Trust in functionality is defined as the expectation that a system’s functions are wellaligned with a user’s work responsibilities, implying that the system can do for the user what the user needs to have done.',10322),(2968,'Trust in helpfulness','Trust in helpfulness is defined as the expectation that a system offers support in terms of adequate and responsive aid, including tips, guidance, and help functions.',10322),(2969,'Trust in reliability','Trust in reliability is defined as the expectation that a system offers support in terms of consistent system behavior that a user can forecast.',10322),(2970,'Internal CSE','Computer Self-efficacy (CSE) refers to peoples’ beliefs in their ability to use a computer system successfully in support of their work (Compeau and Higgins, 1995; Marakas et al., 2007). As such, internal CSE directly depends on the functions offered by a system; users can only use a system successfully for their work if the system offers the functions they need, that is, if the system’s functions are aligned with work tasks.',10322),(2971,'External CSE','Computer Self-efficacy (CSE) refers to peoples’ beliefs in their ability to use a computer system successfully in support of their work (Compeau and Higgins, 1995; Marakas et al., 2007). As such, external CSE directly depends on the support offered by a system, e.g., in terms of helpfulness or reliability. By contrast, internal CSE is a belief about one’s ability to use a system successfully on one’s own; it reflects the belief that one has the ability to accomplish a work task independently using a computer system (Thatcher et al., 2008).',10322),(2972,'Trying to innovate','Post-adoptive usage: Two salient usage behaviors with a familiar system are deep structure usage (Burton-Jones and Straub, 2006) and trying to innovate with IT (Ahuja and Thatcher, 2005). Trying to innovate implies similar problems since it requires users to try out something new and to leave their comfort zone.',10322),(2973,'Deep use','Post-adoptive usage: Two salient usage behaviors with a familiar system are deep structure usage (Burton-Jones and Straub, 2006) and trying to innovate with IT (Ahuja and Thatcher, 2005). More specifically, deep structure usage has a high potential for loss of time, mistakes, and errors since it is often related to problem-solving so that its demands are close to users’ cognitive capacity.',10322),(2974,'Technology trusting expectations','IT expectations means projections of how the technology will perform in the future in terms of certain attributes.\r\nIn our study, we examine the three system-like expectations: functionality, reliability, and helpfulness. These trusting expectations have been used to study trust in less human-like technologies',10323),(2975,'Technology trusting disconfirmation','Disconfirmation means the extent to which a technology performs either better or worse than one initially expects on those attributes.',10323),(2976,'Technology trusting performance','',10323),(2977,'Technology satisfaction','',10323),(2978,'Technology trusting intention','The research model integrates technology trusting expectations and technology trusting intention with the Complete EDT\r\nModel (i.e., the Complete Expectation Disconfirmation with Performance Model',10323),(2979,'Usage continuance intention','',10323),(2980,'Usefulness','',10323),(2981,'Ease of use','',10323),(2982,'Experience','',10323),(2984,'Exam Grade','',10323),(2985,'Perceived monitoring','Monitoring is measured with three new items. Two items reflect the extent to which the management of the marketplace monitors transactions, helps resolve conflicts, and enforces proper conduct. One item measures the degree of compliance with product specifications.',10324),(2986,'Perceived accreditation','Three items measure this construct, adapted from Mishra et al. (1998).',10324),(2987,'Perceived legal bonds','Two items, adapted from Cannon and Perreault (1999), measure the perceptions of the degree of contractual agreements that detail sellers’ obligations to buyers.',10324),(2988,'Perceived feedback','Perceived feedback is operationalized using three new items. One item measures the extent of sellers’ transaction histories being available by the marketplace; another item captures the extent of the marketplace’s feedback mechanism to provide information about sellers’ misconducts; the last item captures the extent of the marketplace’s feedback mechanism in terms of buyers publicizing their transaction experiences with sellers.',10324),(2989,'Perceived cooperative norms','This construct was operationalized using a fiveitem scale adapted from Cannon and Perreault (1999) and Heide and John (1992), following original conceptualization of Macneil (1980) (flexibility, solidarity, information sharing). Two items deal with perceived flexibility in online transactions, one item captures the marketplace’s involvement in promoting solidarity, and two items measure the degree of information exchange during transactions.',10324),(2990,'Credibility','Credibility is assessed with four items adapted from Ganesan (1994). Items measure the degree of sellers’ honesty, reliability, predictability, and openness. Even if competence is a feature of credibility, the transaction context of this study essentially assumes that all sellers are capable of conducting and fulfilling simple auctions. Hence, credibility focuses mainly on integrity.',10324),(2991,'Benevolence','Benevolence is assessed with three items based on Ganesan (1994). These items measure the degree of seller fairness, goodwill, and propensity to help and make sacrifices if needed.',10324),(2992,'Satisfaction','Satisfaction with sellers participating in the B2B marketplace is measured with a two-item scale adapted from Cannon and Perreault (1999). The items are modified to reflect buyers’ satisfaction in the population of participating sellers rather than within a dyadic relationship.',10324),(2993,'Perceived risk','Perceptions of risk associated with transacting with sellers in the B2B marketplace are assessed with two items, adapted from Jarvenpaa and Tractinsky (1999).',10324),(2994,'Continuity','Continuity is operationalized following Ganesan (1994) with two items that describe the buyers’ perception that they will continue transacting with sellers in the marketplace.',10324),(2995,'Familiarity','Familiarity is captured with two objective measures—number of years in the marketplace and number of feedback scores. Feedback scores is a proxy for the number of completed transactions; however, since not all sellers provide a feedback evaluation for buyers after a completed transaction, this measure is potentially biased. The objective scores are obtained only for those buyers that provided their contact information (77%). The correlation between the two measures is 0.87; hence, only one cumulative\r\nmeasure for familiarity is retained.',10324),(2996,'PPIT','PPIT Willingness to provide personal information to transact on the Internet: Willingness to provide personal information required to complete transactions on the Internet\r\nDinev and Hart’s (2004, 2006a) instrument for measuring Internet privacy concerns and willingness to provide personal information to transact on the Internet (PPIT) with slight modifications (the items used are shown in Appendix A). They reported two distinctly different dimensions of privacy concerns: privacy concerns related to information finding (PCIF) and privacy concerns related to information abuse (PCIA).',10325),(2997,'PC','PC Internet privacy concerns: Concerns about opportunistic behavior related to the personal information submitted over the Internet by the respondent',10325),(2998,'GIC','GIC Government intrusion concerns: Concerns about government monitoring of user’s Internet activity and account information',10325),(2999,'PNGS','PNGS Perceived need for government surveillance: Perceived need for the government to have greater access to personal information and to monitor personal activities',10325),(3000,'PCIF','distinctly different dimensions of privacy concerns: privacy concerns related to information finding (PCIF).\r\nWhile using the Internet, individuals may be concerned that their private information may be found by third parties or unauthorized individuals without necessarily being maliciously used. In this case, the concern is based on the fact that the information is available and can be easily found.',10325),(3001,'PCIA','PCIA:  The type of privacy concern, information abuse, addresses the specific anxieties related to information misuse and/or abuse.',10325),(3002,'Partner-specific IT investments','What percentage of your IT investments related to your supply chain collaborative relationships with customers are dedicated to design, implement and maintain individual electronic links with one or a selected set of customers (e.g., EDI, dedicated extranet).',10460),(3003,'SCCSs use','Your firm has integrated the following supply chain collaborative processes with customers using Internetbased interorganizational information systems.\r\n– Product development \r\n– Sales/demand forecasting \r\n– Production scheduling \r\n– Inventory management \r\n– Logistics management \r\n– Order scheduling and tracking',10460),(3004,'Operational benefits','To what extent have your relationships with customers led you to:\r\n– Be more cost efficient\r\n– Improve or create of new processes \r\n– Improve profitability',10460),(3005,'Strategic benefits','To what extent have your relationships with customers led you to:\r\n– Improve customer and market knowledge \r\n– Facilitate new product introduction \r\n– Develop new business opportunities',10460),(3006,'Knowledge Management Competence','KMcompetence is defined as the effective management of knowledge of value for the on-going health and longevity of the Enterprise System.',10461),(3007,'Knowledge Creation','The knowledge creation phase corresponds primarily with the planning and implementation stages of the ES lifecycle. While it is recognized that knowledge creation continues to occur beyond ES implementation, during implementation (and in major upgrades) there is an identifiable peak in new knowledge requirements and related knowledge creation.',10461),(3008,'Knowledge Transfer','According to Pan et al. (2007), knowledge-transfer channels can be informal or formal, where unscheduled meetings, informal gatherings, and coffee break conversations are examples of the informal transfer of knowledge. Although informal knowledge-transfer promotes socialization and can be effective in small organizations, it precludes wide dissemination (Alavi and Leidner, 2001). Avital and Vandenbosch (2000) argue that formal transfers through training programs ensure wider distribution of knowledge and suit highly context-specific knowledge such as that of Enterprise Systems. Formal training is particularly effective and important with the introduction and operation of large and complex systems like ES (Pan and Chen, 2005), and is the focus of the knowledge-transfer concept in this study.',10461),(3009,'Knowledge Retention','Knowledge retention involves ‘‘embedding knowledge in a repository so that it exhibits some persistence over time” (Argote et al., 2003, p.572). The repository may be an individual or an information system. The individual’s retained knowledge evolves through their observations, experiences and actions (Sanderlands and Stablein, 1987). Gable et al. (1998) observed ‘‘staff poaching” and ‘‘knowledge drain” due to the ES skills-shortage during the latter half of the 1990s, thereby highlighting the importance of organizational knowledge retention strategies for lifecycle-wide ES-success.',10461),(3010,'Knowledge Application','Once the knowledge is created, transferred and retained, individuals apply the knowledge when interacting with the ES. Markus (2001) suggests that the source of competitive advantage resides not in knowledge itself, but in the application of the knowledge. Effective ‘‘knowledge application” is important in every phase of the ES lifecycle, particularly in maintenance and upgrades (Markus et al., 2003), and is a frequent organizational concern that appears to be closely related to ES-success (Ross et al., 2003; Sumner, 2003).',10461),(3011,'ES-Success','the dependent variable ES-success (therein referred to more broadly as IS-Impact) is defined as ‘the stream of net benefits from an information system, to-date and anticipated, as perceived by all key user groups.',10461),(3012,'System Quality','System-Quality of the (the IS) is a multifaceted construct designed to capture how the system performs from a technical and design perspective.\r\n(The IS) is easy to use.\r\n(The IS) is easy to learn.\r\n(The IS) meets (the Unit’s) requirements.\r\n(The IS) includes necessary features and functions.\r\n(The IS) always does what it should.\r\nThe (the IS) user interface can be easily adapted to one’s personal approach.\r\n(The IS) requires only the minimum number of fields and screens to achieve a task.\r\nAll data within (the IS) is fully integrated and consistent.\r\n (The IS) can be easily modified, corrected or improved.',10461),(3013,'Information Quality','Information-Quality is concerned with the quality of (the IS) outputs: namely, the quality of the information the system produces in reports and on-screen.\r\n(The IS) provides output that seems to be exactly what is needed.\r\nInformation needed from (the IS) is always available.\r\nInformation from (the IS) is in a form that is readily usable.\r\nInformation from (the IS) is easy to understand.\r\nInformation from (the IS) appears readable, clear and well formatted.\r\nInformation from (the IS) is concise.',10461),(3014,'Organizational Impact','Organizational-Impact refers to impacts of (the IS) at the organizational level; namely improved organisational results and capabilities.\r\n(The IS) is cost effective.\r\n(The IS) has resulted in reduced staff costs.\r\n(The IS) has resulted in cost reductions (e.g. inventory holding costs, administration expenses, etc.)\r\n(The IS) has resulted in overall productivity improvement.\r\n(The IS) has resulted in improved outcomes or outputs.\r\n(The IS) has resulted in an increased capacity to manage a growing volume of activity (e.g. transactions, population growth, etc.)\r\n(The IS) has resulted in improved business processes.\r\n(The IS) has resulted in better positioning for e-Government/Business.',10461),(3015,'Individual Impact','Individual-Impact is concerned with how (the IS) has influenced your individual capabilities and effectiveness on behalf of the organization.\r\nI have learnt much through the presence of (the IS).\r\n(The IS) enhances my awareness and recall of job related information.\r\n(The IS) enhances my effectiveness in the job.\r\n(The IS) increases my productivity.',10461),(3016,'Social use','Social media categories; Using social media to build new social relations (i.e. making new friends), identify\r\nindividuals with shared interests, and stay in touch with existing friends and acquaintances',10462),(3017,'Hedonic use','Social media categories; Using social media for fun, passing time,\r\nrelaxing, escaping and entertainment',10462),(3018,'Cognitive use','Social media categories; Using social media for creating and sharing content and accessing content produced by other individuals, for example, sharing opinions, stories, ratings, debates, personal photos and videos',10462),(3019,'Number of Expressive Ties','Social capital dimensions;  Structural social capital;  Expressive network ties are social ties which primarily provide friendship and emotional and social support (Granovetter, 1973; Ibarra and Andrews, 1993).',10462),(3020,'Number of Instrumental Ties','Social capital dimensions;  Structural social capital; Instrumental ties are weaker social ties which can casually arise in a work environment for example and which tend to be better suited to access information and resources (Granovetter, 1973; Ibarra and Andrews,1993)',10462),(3021,'Relational Dimension','Social capital dimensions; Relational social capital; Most commonly operationalized through the construct of trust and trustworthiness, determined by (i) the trustee’s ability, or the skills, competence and characteristics that enable a trustee to have influence in some domain, (ii) the trustee’s benevolence, or the extent to which a trustee is believed to want to do good to the trustor, and (iii) the trustee’s integrity, or the perception that the trustee adheres to principles acceptable to the trustor (Mayer et al., 1995)',10462),(3022,'Cognitive Dimension','Social capital dimensions; Cognitive social capital; Refers to resources providing shared representations, interpretations, and systems of meaning among parties and consists of shared codes, language and\r\nnarratives (Nahapiet and Ghoshal, 1998)',10462),(3023,'Routine','Jobperformance;  Represents performance on job-related tasks which are mandated, coordinated and\r\nrewarded by the organization and are set to meet organizational goals (Janssen and Van Yperen, 2004)',10462),(3024,'Innovative','Jobperformance;  Deals with problems, opportunities and unusual situations (Janssen and Van Yperen, 2004). It is based on discretionary behavior beyond a formal job description and incorporates not only\r\nthe generation of new ideas within a group or organization, but also of their promotion and realization or implementation (Kanter 1988; Sparrowe et al., 2001)',10462),(3025,'Visibility','The Interpretation of visibility surmises that an Innovation may not be new, but ist Benefits could be unknown to the public or even to governments.',10389),(3026,'Responsiveness','The individual\'s perception of receiving a prompt Information Service in the case of an emergency.',10389),(3027,'Currency','The perceived Quality of presenting up-to-the-minute Service Information during emergencies.',10389),(3028,'Accuracy','The individual\'s perception About the conformity of location-based mobile phone emergency Service with ist actual attributes of content, location, and timing.',10389),(3029,'Collection','Collection is defined as the concern that extensive amounts of location Information or other personal identifiable Information would be collected by the Government when using location-based service during emergencies.',10389),(3030,'Unauthorised secondary use','Unauthorised secondary use is defined as the concern that Information is collected for emergency purposes using location-based service, but will ultimately be used for other purposes by the government without the explicit authorisation/consent of the individual for those other uses.',10389),(3031,'Trust','Trust has generally been defined as the belief that allows a party to willingly become vulnerable to the Trustee after having tution, or a Group of People.',10389),(3032,'Perceived risk','Perceived Risk is defined as the individual belief as to the potential loss and the adverse consequences of using location-based mobile phone emergency services and the probability that these consequences may occur if the Services solution is used for emergence Management.',10389),(3033,'Perceived ease of use','Perceived ease of use is defined as the Degree to which the individual believes that using local-based service would be free of physical and mental effort.',10389),(3034,'Attitude','',10389),(3035,'Intention','',10389),(3036,'Perceived usefulness','',10389),(3037,'IT planning and management','Strategic IT and IS planning and management activities; (three indicators: IT plans, Good practices, Virtual training initiatives)',10463),(3038,'IT physical resources','Physical IT assets that form the IT infrastructure of the organization; (three indicators: Video conferencing rooms, Faculty and administrative staff-e-mail,  Faculty and administrative staff-computers)',10463),(3039,'IT human resources','Human resources dedicated to the management and operation of IT in the organization; (three indicators: IT technicians, IT external, IT interns)',10463),(3040,'IT applications','IT application portfolio to automate management available in the firm; (three indicators: Applications, Faculty staff collaborative tools, Research software )',10463),(3041,'IT reliability and security','Existence of secure and reliable IT systems and communications; (three indicators: High availability, Backup systems, Backup plan)',10463),(3042,'IT training and support','Existence of IT training procedures for non-IT users and of a helpdesk; (three indicators: Norms, IT training, User satisfaction)',10463),(3043,'IT impact','Level of penetration of IT into the activities of the organization; (three indicators: Solved incidents, Virtual training faculty, Automated processes )',10463),(3044,'Organizational performance','Overall firm performance, measured through several possible dimensions: productivity, efficiency,\r\nprofitability, market value, etc.; (two indicators: Academic performance, Research performance)',10463),(3045,'Altruism motivation','H1. In an incentive-based crowdfunding context, backers’ altruism motivation is positively associated with investment.\r\n(self-developed)\r\nI want to help people with good ideas on Innovestment without expecting any compensation.\r\nI like doing something for project initiators on Innovestment at some cost to myself.\r\nI deeply enjoy helping others on Innovestment – even if I have to make sacrifices.',10464),(3046,'Recognition motivation','H2. In an incentive-based crowdfunding context, backers’ recognition motivation is positively associated with investment.\r\n(self-developed)\r\nFor my fundings. . .\r\n . . .I want to receive recognition from other backers on Innovestment platform\r\n . . .I am aiming at being recognized\r\n . . .I hope to receive acknowledgement from project initiators on Innovestment',10464),(3047,'Image motivation','H3. In an incentive-based crowdfunding context, backers’ image motivation is positively associated with investment.\r\n(self-developed)\r\nI want to impress others on Innovestment\r\nI am aiming giving an impression to other backers on Innovestment\r\nI want project initiators to have a positive image of me based on my behavior on Innovestment',10464),(3048,'Lobbying motivation','H4. In an incentive-based crowdfunding context, backers’ lobbying motivation is positively associated with investment.\r\n(self-developed)\r\nI lobby for some of the projects presented on Innovestment, since they match my unique and specific needs.\r\nSince some projects on Innovestment reflect my personal need, I campaign for these projects to become\r\nrealized.\r\nI plead for some projects to become true, since these projects are highly valuable in my own context.',10464),(3049,'Liking motivation','H5. In an incentive-based crowdfunding context, backers’ liking motivation is positively associated with investment.\r\n(self-developed)\r\nIn my eyes, there are some projects on Innovestment that have their own personal appeal. That is why I would like to support these projects in some way.\r\nI really like the idea behind some projects on Innovestment and, therefore, I would like to support these\r\nprojects in any way.\r\nI would like to support some of the projects that I find particularly likeable.',10464),(3050,'Social Comparison motivation','H6. In an incentive-based crowdfunding context, backers’ social comparison motivation is positively associated with investment.\r\n(self-developed)\r\nI contribute to some of the projects in order to match the contributions of others that have already\r\ncontributed to these projects.\r\nI see contributing to a project as a competition with other backers that contribute to the same project\r\nI seek to contribute more to a project than other backers have',10464),(3051,'Reward motivation','H7. In an incentive-based crowdfunding context, backers’ reward motivation is positively associated with investment.\r\n(self-developed)\r\nI contribute to projects to get a reward\r\nI engage in some of the projects on Innovestment in prospect of a reward\r\nI aim at receiving rewards from projects I engage in on Innovestment',10464),(3052,'Herding motivation','Moderator\r\nH8. In an incentive-based crowdfunding context, higher degrees of backers’ herding behavior strengthen the association between reward motivation and investment.\r\n(adapted from Sun (2013))\r\nI give money to a project in that many other already have invested in\r\nI follow others in deciding whether or not to contribute to a project\r\nI would invest in a project because many other backers have already contributed to it',10464),(3053,'Social influence','Social influences in this study refer to perceived pressures from social networks to\r\nmake or not to make a certain behavioral decision',10417),(3054,'personal innovativeness in information technology','',10417),(3055,'perceived usefulness','',10417),(3056,'perceived ease of use','',10417),(3057,'intention to adopt WIMT','',10417),(3058,'perceived relative advantage','',10416),(3059,'perceived ease of use','',10416),(3060,'perceived compatibility','',10416),(3061,'attitude toward adopting/using mobile baking','',10416),(3062,'perceived competence','',10416),(3063,'perceived benevolence','',10416),(3064,'perceived integrity','',10416),(3065,'behavioral intention about adopting/using mobile banking','',10416),(3066,'perceived usefulness','',10415),(3067,'perceived ease of use','',10415),(3068,'usability of mobile device','',10415),(3069,'usability of mobile network','',10415),(3070,'perceived cost','',10415),(3071,'perceived risk','',10415),(3072,'attitude toward using','',10415),(3073,'behavior intention','',10415),(3074,'tangibles','',10411),(3075,'empathy','',10411),(3076,'assurance','',10411),(3077,'responsiveness','',10411),(3078,'reliability','',10411),(3079,'perveived value','',10411),(3080,'customer satisfaction','',10411),(3081,'behavioral intention','',10411),(3082,'extent of usage','',10411),(3083,'personal innovativeness','',10410),(3084,'perceived usefulness','',10410),(3085,'perceived ease of use','',10410),(3086,'attitude','',10410),(3087,'behavioral intention','',10410),(3088,'perceived cost','',10410),(3089,'System quality','System quality represents the quality of the information system processing itself, which includes software and data components, and it is a measure of the extent to which the system is technically sound.\r\nH1a: System quality is positively associated with organizational impact.\r\nH1b: System quality is positively associated with information quality.',10465),(3090,'Information quality','Information quality refers to the quality of outputs the information system produces (DeLone and McLean, 1992), which can be in the form of reports or online screens.\r\nH2: Information quality is positively associated with organizational impact.',10465),(3091,'Service quality','The construct service quality has been defined as the degree of discrepancy between customers’ normative expectations for service and their perceptions of service performance. The seminal work on service quality is that of Parasuraman et al. (1988), which culminated in the development of the SERVQUAL instrument. Cronin and Taylor (1994) presented the SERVPERF instrument, which measures only customer perception of quality, as a sufficient measure of value. In our study, we elicit these ‘‘experienced” levels of various service attributes (i.e., perceptions of quality).\r\nH3: Service quality is positively associated with organizational impact.',10465),(3092,'Organizational impact','Organizational impact represents the firm-level benefits received by an organization because of IS applications. The organizational impact of IT is realized through business performance (e.g., Brynjolfsson and Hitt, 1996; Kohli and Devaraj, 2003; Kearns and Lederer, 2004; Osei-Bryson and Ko, 2004; Rai et al., 2006), which leads to business value (e.g., Barua et al., 1995; Mukhopadhyay et al., 1995; Tallon et al., 2000; Lee, 2001; Melville et al., 2004). Organizational impact has been measured as competitive advantage and strategic value (Mahmood and Soon, 1991; Sethi and King, 1994), market value, organizational\r\nefficiency and effectiveness, and capacity utilization (Barua et al., 1995). IT resources create economic value by increasing operational efficiencies and creating competitive advantage (Melville et al., 2004; Rai et al., 2006).',10465),(3093,'e-service capability','ESC   e-service capability was measured as a second-order construct with three formative first-order dimensions: technology, human, and business resources',10466),(3094,'TR','(formative first-order dimensions): Technology resource refers to the e-service capability, which comprises hardware, software, database systems, and communication systems to support the e-service systems.',10466),(3095,'HR','Human resource (formative first-order dimensions)',10466),(3096,'BR','BR Business resources (formative first-order dimensions)',10466),(3097,'ESC x SIO','ESC: E-service capability; SIO: Service innovation orientation',10466),(3098,'Service Innovation orientation','Service innovation orientation in innovation strategy represents a service orientation for developing new solutions or improving existing services that meet customers’ current and future requirements to improve business performance.',10466),(3099,'US','Useful service',10466),(3100,'KS','Know-how service',10466),(3101,'TS','Timely service',10466),(3102,'Information-value Offering','IVO',10466),(3103,'Market Turbulence','Moderator',10466),(3104,'Customer Relationship Performance','Customer relationship performance is a crucial prerequisite of market share, profitability, and other performance outcomes.',10466),(3105,'Organizational Performance','',10466),(3106,'Dissatisfaction with Technical Quality','',10467),(3107,'Dissatisfaction with Information Quality','',10467),(3108,'Dissatisfaction with Entertainment Value','',10467),(3109,'Dissatisfaction with Socialization Support','',10467),(3110,'Dissatisfaction with Member Policy','',10467),(3111,'Setup Cost','Switching cost',10467),(3112,'Continuity Cost','Switching cost',10467),(3113,'Switching costs','Push factors',10467),(3114,'Peer Influence','',10467),(3115,'Attraction','Push factor',10467),(3116,'Intention to Switch','',10467),(3117,'Dissatisfaction','Push factor',10467),(3118,'Passion for an Activity','We are interested in learning about your passion for (0–100 Scale) watching, attending, and following NASCAR.',10468),(3119,'Affect [Excitement]','While the individual’s passion was the key motivator of social media use, the role of excitement as a moderator was to regulate that relationship.\r\nHow accurately do the following words describe your feelings about your experience at the [event]?',10468),(3120,'Social Media','Please consider your current or most recent use. How frequently do you ____?',10468),(3121,'Monetary reward','Benefits.(reward or its awareness).The degree to which solvers expect that they will receive monetary incentives for their solutions proposed.',10469),(3122,'Skill enhancement','Benefits.(human capital advancement). The possibility of enhancing skills or expertise through receiving feedback from task solving on the crowdsourcing platform or learning from peers’ solutions',10469),(3123,'Peer reputation','Benefits. (acknowledgement/prestige from peers). The perception of the increase in reputation among peers due to participation in crowdsourcing tasks',10469),(3124,'Enjoyment','Benefits.The perception of pleasure obtained from solving tasks on the crowdsourcing platform.',10469),(3125,'Work autonomy','Benefits. The degree to which the work provides substantial freedom and discretion in determining the choice of task type and the procedures to be used in carrying it out.',10469),(3126,'Cognitive effort','Costs. The efforts required for solvers to link their expertise with firms’ problems and formulate their solutions.',10469),(3127,'Loss of knowledge power','Costs. The perception of power and unique value lost due to submitting solutions to tasks on the crowdsourcing platform that others may see or copy.',10469),(3128,'Trust in the crowdsourcing platform','The belief in the good intent, competence, and reliability of the crowdsourcing platform with respect to solution evaluation and reward.',10469),(3129,'Participation in crowdsourcing','Solvers. The number of tasks solvers have participated in a given time period.',10469),(3130,'Perceived responsiveness','',10470),(3131,'Others\' Confiding personal information','',10470),(3132,'Disposition to trust','Disposition to trust is defined as a general willingness based on extended socialization to depend on others (Kramer, 1999; McKnight et al., 1998), and has been found to related to trust (Gefen, 2000a; Mayer et al., 1995).',10470),(3133,'Desire to Give Info','',10470),(3134,'Desire to Get Info','',10470),(3135,'Trust Ability of other members','Trust is considered in this study as a belief with two dimensions: ability and benevolence/integrity.',10470),(3136,'Trust of Benevolence/Integrity of other members','Trust is considered in this study as a belief with two dimensions: ability and benevolence/integrity.',10470),(3137,'Perceived usefulness','(PU) Technology-push',10471),(3138,'Perceived ease of use','(PEOU) Technology-push',10471),(3139,'Task interdependence','(TI) Task-pull. This study considers task interdependence and task predictability as two ‘pull’ forces, which are posited to guide information sharing in coordinating collaborative activities.',10471),(3140,'Task predictability','(TP) Task-pull.',10471),(3141,'Perceived information-sharing norms','(PISN) This study adopts perceived information-sharing norms to describe communication context, which is regarded as a ‘pull’ force influencing e-mail use in cooperative work.',10471),(3142,'Perceived coordination performance','(PCP) This study adopts an approach similar to that of Crowston to measure perceived coordination performance in terms of individual perceptions of task success (achieving the goal), time saving (minimizing production cost), workload reduction (minimizing coordination cost) and improved outcomes (approaching seamless coordination) in the use of e-mail systems.',10471),(3143,'New decision-making body','(Structures) SOA governance and management mechanisms',10472),(3144,'Standards','(Structures) SOA governance and management mechanisms',10472),(3145,'Service management','(Process) SOA governance and management mechanisms',10472),(3146,'Service development','(Process) SOA governance and management mechanisms\r\n\r\n\r\n\r\n\r\n\r\nControls',10472),(3147,'Qualification','(Employees/realtions) SOA governance and management mechanisms',10472),(3148,'IT/business communication','(Employees/realtions) SOA governance and management mechanisms',10472),(3149,'Collaborative work of business units','(Employees/realtions) SOA governance and management mechanisms',10472),(3150,'Modularity','Moderator',10472),(3151,'reuse','',10472),(3152,'Performance','',10521),(3153,'Agility','',10521),(3154,'IT Application Orchestration Capability','',10521),(3155,'Strategic Orientation','Moderator\r\nH2. The effect of IT application orchestration capability on agility is moderated by strategic orientation such that the effect is stronger in firms pursuing differentiation than in firms pursuing operational excellence.\r\n... that organizations’ strategic orientation moderates the relationship between IT application orchestration capability and agility.',10521),(3156,'Commitment','Commitment represents a duty or obligation to participate in future action and arise from frequent interaction (Coleman, 1990). Although commitment is often used for describing direct expectations developed within particular personal relationships, it can also accrue to a collective. Commitment to a collective, such as an OSS community, conveys a sense of responsibility to help others within the collective on the basis of shared membership.',10254),(3157,'Reciprocity','A basic norm of reciprocity is a sense of mutual indebtedness, so that individuals tend to reciprocate the benefits they receive from others, ensuring ongoing exchanges of views or ideas that benefit the individuals who are involved in the exchanges (Shumaker & Brownell, 1984).',10254),(3158,'Levels of expertise','',10254),(3159,'Tenure','',10254),(3160,'Expertise integration','Following prior studies (Grant, 1996; Tiwana & McLean, 2005), we define expertise integration as the coordinated application of individually held expertise in the accomplishment of tasks at the project level.',10254),(3161,'Task completion','This study uses task completion, which refers to the extent to which the team completes identified work tasks, as the output effectiveness construct.',10254),(3162,'Team size','',10254),(3163,'Team effort','',10254),(3164,'Centrality','For the sake of simplicity, centrality was assessed by self-rated connections with other members, rather than using a square social network matrix as did Wasko and Faraj’s study (2005).',10254),(3165,'Technical Complexity','Following Sharma & Yetton (2007), this study defines technical complexity as those OSS implementation tasks that require advanced skills or need expert support to successfully accomplish. Knowledge embedded in individual cognitions plays a key role in task performance.',10254),(3166,'Task Interdependence','',10254),(3167,'Use of collaborative electronic media','',10544),(3168,'Information culture','',10544),(3169,'Organizational ownership of information','',10544),(3170,'Propensity to share','',10544),(3171,'Task interdependence','',10544),(3172,'Computer comfort','',10544),(3173,'Characteristics of computer-based information','',10544),(3174,'Mimetic','Mimetic pressures: Perceived success enjoyed by their competitors who adopted ERP. Teo et al. (2003b).\r\nThe mimetic mechanism operates when, under conditions of outcome uncertainty, organi- sations model themselves after those other organisations in their field which are perceived to be more successful or legitimate (Galaskiewicz & Wasserman, 1989). In addition to confer- ring legitimacy, which is a key imperative for organisational actors, mimicry also helps them economise on search costs and reduces the uncertainty related to the outcomes of their decisions.\r\nAlthough the extant literature and this study conceptualise three types of institutional forces – mimetic, normative and coercive (DiMaggio & Powell, 1983; Teo et al., 2003b; Liang et al., 2007), we focus on only the former two when developing our moderating hypotheses, and for a theoretical reason, exclude the coercive forces.',10247),(3175,'TMB','Top management belief: The extent to which the senior management believed in the potential of ERP to realize operational and strategic benefits. Chatterjee et al. (2002)',10247),(3176,'Coercive','Coercive pressures: Perceived dominating influences from external entities and competitive necessities. Teo et al. (2003b), Vachani (2005), DiMaggio & Powell (1983).\r\nAlthough the extant literature and this study conceptualise three types of institutional forces – mimetic, normative and coercive (DiMaggio & Powell, 1983; Teo et al., 2003b; Liang et al., 2007), we focus on only the former two when developing our moderating hypotheses, and for a theoretical reason, exclude the coercive forces.\r\nIn contrast, coercive forces are typically more explicit because they tend to be conveyed by regulatory bodies, industry associations and the like. In many contexts, coercive forces are also akin to survival neces- sities and thus taken for granted, such that the role of ACAP in influencing the transmission of coercive forces is marginalised.',10247),(3177,'TMP','Top management participation: The extent to which senior management actively managed the ERP assimilation process. Chatterjee et al. (2002)',10247),(3178,'Normative','Normative pressures: Perceived influences from professional networks, industry associations, and common educational background. Teo et al. (2003b).\r\nNormative influences arise from the professionalisation of organisational actors in the extended network within the organisational field.\r\nFollowing Teo et al. (2003b), mimetic pressures were measured in terms of the perceived extent to which competitors had benefited by adopting ERP; normative pressures were measured in terms of the perceived extent to which members of an organisational field have adopted ERP and the extent to which the government and industry agencies promote the use of IT and especially the ERP systems as best practices.\r\nNORM; normative pressure',10247),(3179,'PACAP','To capture the learning capabilities of an organisation, we use the two-dimensional opera- tionalisation of absorptive capacity (ACAP) – Potential Absorptive Capacity (PACAP) and Realised Absorptive Capacity (RACAP) (Zahra & George, 2002)',10247),(3180,'PACAP1','PACAP1\r\n1. It is well known who can help solve problems associated with the ERP package.\r\n2. Our company can provide adequate technical support for using ERP\r\n3. Our company obtained enough knowledge about using ERP from the ERP vendor.',10247),(3181,'PACAP2','PACAP2\r\n4. Our company provided ERP training opportunities to employees on a regular basis.\r\n5. The IT department provided specific information for using different ERP modules.',10247),(3182,'RACAP','To capture the learning capabilities of an organisation, we use the two-dimensional opera- tionalisation of absorptive capacity (ACAP) – Potential Absorptive Capacity (PACAP) and Realised Absorptive Capacity (RACAP) (Zahra & George, 2002)',10247),(3183,'Assimilation','In this study, we adopt the definition of assimilation by Purvis et al. (2001) as ‘the extent to which the use of technology diffuses across the organizational projects or work processes and becomes routinized in the activities of those projects and processes’. In developing the learning perspective of innovation assimilation, Attewell (1992) asserts that the knowledge required by organisations to use complex technologies is difficult to transfer and thus is acquired slowly as against other simpler technologies.',10247),(3184,'Technical Risk','Technical level risks address whether technical B2B elements are in place and integration with external and internal applications is feasible with available financial and technological resources. This includes a variety of technical services such as selecting appropriate internal applications for B2B linkages, integrating multiple trading partners, mapping customer/supplier data for direct use in internal applications, ensuring business transaction processes work and include all electronic transaction sets, and using appropriate B2B intermediaries to support processes (Khazanchi and Sutton, 2001).',10594),(3185,'Task Characteristics','Three aspects of user task requirements: ubiquitous account Management, Money Transfer and remittance, and real-time account Information inquiry.',10446),(3186,'Technology Characteristics','Characteristics of mobile Banking including ubiquity, immediacy, and security.',10446),(3187,'Performance Expectancy','The improved payment Efficiency and convenience when using mobile Banking.',10446),(3188,'Effort Expectancy','The ease of learning to use or skillfully using mobile Banking.',10446),(3189,'Social Influence','The influence of People important to the user on the Adoption behavior.',10446),(3190,'Facilitating Conditions','The resources and Knowledge owned by the user.',10446),(3191,'Task Technology Fit','The fit between mobile payment task requirements and mobile Banking functions.',10446),(3192,'User Adoption','The use of account management, money transfer, and payments.',10446),(3193,'Social Perception','The perception of presence has been variously referred to as co-presence (Goffman, 1959;\r\nBiocca et al., 2001, 2003), social presence (Short et al., 1984; Gunawardena, 1995) and\r\nco-location (Biocca et al., 2003). Despite the many multiple labels, they all refer to the idea of\r\nthe perception of others as being in the same space. We refer to this idea as social perception.',10246),(3194,'Social Awareness','We refer to the notion that one can understand and interact with others in the same space in a social sense\r\nas social awareness.',10246),(3195,'Focused Immersion','We term the aspects of the flow experience having to do with intense and focused concentration ‘focused immersion’. It would be based on a person’s attention to and awareness of information, some of which will be of a social nature.',10246),(3196,'Temporal Dissociation','The sensation of losing track of time is referred to as temporal dissociation and describes the idea that time is excluded from the cognitive consideration of the individual. As Csikszentmihalyi (1990) states, ‘one of the most common descriptions of [flow] is that time no longer seems to pass the way it ordinarily does’.',10246),(3197,'Intention to Return','Intention to return refers to the idea that a user will come back to the VW. We argue that there are a couple of reasons why people who use a VW will want to return to it. One reason has to do with deeply involved experiences in the VW that are of emotional significance. Because a VW facilitates social interaction, in a symbolic sense, it is possible for these experiences to result from the nature of such interaction in it. An interaction between people in the VW could be quite emotional. This could be because the anonymity of the VW makes people less inhibited. Indeed, people who have spent time in a VW have acknowledged that their experiences there are highly engaging and have caused them to have deeply felt emotions (Corbett, 2009). Such meaningful experiences shape future behaviour; a person will want to return to where these experiences were had (Milligan, 1998). Hence, a person will want to return to aVW for these experiences and their associated emotions.',10246),(3198,'Structural assurance','Structural assurance means that there exist legal and technolgical structures to ensure payment security.',10445),(3199,'Information quality','Information Quality reflects Information relevancy, accuracy and timeliness.',10445),(3200,'System quality','System quality reflects the Access speed, ease-of-use, Navigation and appearance of mobile Banking.',10445),(3201,'Trust propensity','Trust propensity reflects a user\'s natural tendency to trust other People.',10445),(3202,'Initial trust','Trust reflects a willingness to be in vulnerability based on the positive expectations towards another party\'s future behavior. Trust often includes three dimensions: ability, integrity and benevolence. Ability means that mobile Service Providers have enough Knowledge and skills to fulfill their Tasks. Integrity means that mobile service Providers Keep their promises and do not deceive users. Benevolence means that mobile service Providers will concern users\' interests, not just their won interests.',10445),(3203,'Perceived usefulness','Perceived usefulness reflects the utility derived from using mobile banking.',10445),(3204,'Usage intention','',10445),(3205,'Application User Risk','The application user-level risks relate to ensuring that decision makers’ choices and rationale for B2B implementation are appropriate. Risks in this area focus on understanding potential benefits of B2B linkages, assessing the current business environment and internal processes, obtaining information about B2B options, assessing organizational readiness for adopting B2B, relying on paper-based transactions for internal processes, dealing with the impersonal nature of e-commerce transactions, and assessing the reliability of internal transaction processing. The adequate preparation of an organization’s staff for B2B activities should be addressed, as well as related training initiatives.',10594),(3206,'Business Risk','Business level risks relate to an organization’s ability to appropriately reengineer traditional business processes to incorporate an e-commerce driven business. These risks may center around a variety of issues including the appropriateness of e-commerce for an organization, assessment of direct/indirect benefits actually being realized from e-commerce usage, adherence to legal requirements (electronic orders, signatures, trading partner agreements, information privacy laws, etc.), proper monitoring of data and transmission security/auditability, and appropriateness of workflow procedures for achieving efficiency gains. Accordingly, internal control systems should be assessed for viability in assuring continuous monitoring of controls over privacy of data, reliability of systems, and security of electronic transmissions (Khazanchi and Sutton, 2001).',10594),(3207,'Task segregation','The degree to which a newcomer has performed tasks that are specifically tailored for newcomers.',10659),(3208,'Task purposefulness','The degree to which the sequence of tasks performed by a newcomer has been purposefully selected by the newcomer in order to learn how to become a contributor.',10659),(3209,'Interaction intensity','The degree to which a newcomer is actively engaged with other newcomers and community members while learning how to become a project contributor.',10659),(3210,'Mentoring','The degree to which a newcomer has been taken under the wing of one or more experienced members while learning how to become a project contributor.',10659),(3211,'Joining structuredness','The degree to which a newcomer has to adhere to a step-by-stepwise joining process in order to become a community contributor.',10659),(3212,'Supportiveness','The degree to which a newcomer has perceived a community to be supportive while learning how to become a project contributor.',10659),(3213,'Social identification','Social identification is defined as the extent to which one identifies with a FOSS community, leading to viewing the community’s successes and failures as one’s own.',10659),(3214,'Social integration','Social integration is defined as the extent to which an individual perceives himself/herself to be trusted and accepted by the other FOSS community contributors.',10659),(3215,'Task performance','Task performance is defined as the extent to which an individual carries out project tasks by meeting some minimal level of performance defined by the FOSS community to which he/she belongs.',10659),(3216,'Community Citizenship Behaviors','community citizenship behaviors (or CCB) is defined as behaviors that are discretionary, not directly or explicitly recognized by the formal reward system of the community and that in the aggregate promote the effective functioning of the community.\r\ndarunter: \r\nCCB-I (FOSS Community Citizenship Behaviors oriented towards the benefits of other individuals) and CCB-P (FOSS Community Citizenship Behaviors oriented towards the benefits of the project and its community); CCB-C (citizenship behaviors directed towards the community).',10659),(3217,'Argument Quality','“the strength or plausibility of persuasive argumentation” (Eagly and Chaiken, 1993, p325)',10592),(3218,'Disconfirming Information','We use the term disconfirming information to refer to information content in messages that is inconsistent with one’s previously held understandings and beliefs. When people receive such information, they attempt to defend their prior beliefs through various cognitive processes such as denial, bolstering, and differentiation (Abelson, 1983).',10592),(3219,'Focused Search','We use the term focused search to refer to the extent that information-seeking members of online communities have specific information needs in mind and actively search for on-topic information. At different stages during their problem-solving quest, members have different information needs, which result in varying levels of focused search (Majchrzak et al., 2004).',10592),(3220,'Source Credibility','',10592),(3221,'Information Adoption','We define information adoption as the extent to which people accept content that they are presented with as meaningful, after assessing its validity. This definition is an individual-level information processing perspective that considers how meaning is attributed to received content when the context is not interactive or explicitly educational (e.g., Goodman and Darr, 1998).',10592),(3222,'Innovative performance impact','We define innovative performance impact as the extent to which ESSP use improves individuals’ ability to generate, promote, and realize new or innovative ideas within their work role (i.e. their innovativeness).',10660),(3223,'Inter-team use','Inter-team use is defined as the extent to which individuals use an ESSP for knowledge sharing, collaboration, and communication with coworkers outside their team.',10660),(3224,'Intra-team use','We define intra-team use as the extent to which individuals use an ESSP for knowledge sharing, collaboration, and communication with their team members',10660),(3225,'Task performance impact','We define task performance impact as the extent to which ESSP use improves individuals’ ability to accomplish their work tasks (i.e. their work efficiency).',10660),(3226,'Task equivocality','Moderator',10660),(3227,'Voluntariness','The voluntariness measure was adapted from Moore and Benbasat (1991). (as one control variable)\r\nControl variables:\r\nOrganizational tenure (years)\r\nOrganizational tenure (seniority)\r\nOverall work experience (years)\r\nComputer skills\r\nPlatform experience\r\nLevel of education',10660),(3228,'Project management','ERP implementation quality is constituted by effective project management and sound system configuration. Effective project management refers to that an ERP project can be well managed so that the ERP system will be implemented to realize expected functions within time and budget. Sound system configuration refers to establishing and maintaining consistency of ERP’s functional attributes with its requirements throughout its life. The project management can organize and coordinate all the endeavors spent in implementing toward the same direction, thereby ensuring implementation quality.\r\nEffective project management makes sure that all components of the ERP system will be integrated appropriately. This fiction-free connection facilitates communication and interaction within Chinese organizations, supporting efficient managerial decision. Besides, effective project management ensures that the ERP system is implemented at a deep degree.',10224),(3229,'System configuration','Sound system configuration refers to establishing and maintaining consistency of ERP’s functional attributes with its requirements throughout its life. The project management can organize and coordinate all the endeavors spent in implementing toward the same direction, thereby ensuring implementation quality. System configuration can streamline operation of the system and tune inputs and outputs, assuring implementation quality.\r\nSound system configuration first indicates a good ERP architecture describing the functional scope and application depth of an ERP system. The good architecture is helpful to streamline the logic of the ERP system (Nah et al., 2003), and further strengthens its integrated powers. Besides, sound system configuration implies a good testing of the ERP system often overlooked by Chinese organizations. It can uncover problems in advance to reduce as many breakdowns as possible in normal operation (Al-Mashari et al., 2003). In addition, sound system configuration means well configured data.',10224),(3230,'Leadership involvement','Organization’s readiness is composed of leadership involvement and organizational fit. Leadership involvement refers to that top management takes an active role in the post-implementation stage of ERP to ensure successful operation of the ERP system in the organization.',10224),(3231,'Organizational fit','Organization’s readiness is composed of leadership involvement and organizational fit. Organizational fit refers to the match between an organization’s practice and the requirement of an ERP system.',10224),(3232,'Implementation quality','We propose that ERP implementation quality (Technological aspect), organization’s readiness (Organizational aspect), and external support (Environmental aspect) will affect post-implementation success of ERP (Figure 1). ERP implementation quality refers to the degree to which an ERP system is deployed to fulfill an organization’s requirements.\r\nERP implementation quality is constituted by effective project management and sound system configuration.\r\nThe project management can organize and coordinate all the endeavors spent in implementing toward the same direction, thereby ensuring implementation quality. System configuration can streamline operation of the system and tune inputs and outputs, assuring implementation quality.',10224),(3233,'External support','External support refers to the help afforded by the surrounding organizations to help the focal organization on effective ERP deployment.\r\nWe propose that ERP implementation quality (Technological aspect), organization’s readiness (Organizational aspect), and external support (Environmental aspect) will affect post-implementation success of ERP (Figure 1).',10224),(3234,'Organization\'s readiness','Organization’s readiness refers to whether an organization has made preparation conducive to effective deployment of an ERP system.',10224),(3235,'Post-implementation success of ERP','The post-implementation of ERP has been an under-researched topic (Esteves and Bohorquez, 2007), yet obtaining benefits and continuous improvement from implemented ERP systems have emerged as the second wave of research on ERP (Shanks, Seddon and Willcocks, 2003). Among the few, Shang (2001) and Yu (2005) propose that maintaining the fit between the system and organizational needs, top management support, and user training are conducive to post- implementation benefits.',10224),(3236,'Autonomy for strategic awareness','Strategic awareness deals with determining planning objectives, organising planning team(s) and obtaining top management commitment. This phase is especially important because it influences the scheduling and carrying out of the activities in the other phases. Autonomy for this phase would increase the experienced meaningfulness and responsibility for not only itself, but also those later activities. Autonomy for it would further increase subsidiary managers’ knowledge about the actual results of the phase itself (i.e. the nature of the objectives, the rationale for the choices of the members of the teams and the extent of top management commitment). As a result, autonomy would increase subsidiary managers’ sense of satisfaction in terms of feeling they are treated fairly.',10244),(3237,'Autonomy for situational analysis','Analysing current business systems; analysing current organisational systems; analysing current information systems; analysing the current external business environment; analysing the current external IT environment',10244),(3238,'Autonomy for strategy conception','Identifying major IT objectives; identifying opportunities for improvement; evaluating opportunities for improvement; identifying high-level IT strategies',10244),(3239,'Autonomy for strategy selection','Identifying new business processes; identifying new IT architectures; identifying specific new projects; identifying priorities for new projects',10244),(3240,'Autonomy for strategy implementation planning','Defining change management approaches; defining action plans; evaluating action plans; defining follow-up and control procedures',10244),(3241,'Procedural justice','Procedural justice, the form investigated in the current research, is the perception of fairness of policies and processes contributing to outcomes (Lind & Tyler, 1988). It thus refers to the extent to which a decision process is perceived to be fair (Thibaut & Walker, 1975). Thus, like the other forms of justice, procedural justice is itself thus a perception. However, previous authors often have used the redundant ‘feelings of procedural justice’ or ‘perception of procedural justice’ phrases, and to keep the reader focused, we occasionally do likewise in this paper.',10244),(3242,'Strategic awareness','The objective of the strategic awareness phase is to increase management commitment to the planning process and to provide initial answers to major questions about the objectives of the organisation and its issues. The phase thus creates direction for the overall planning process.',10244),(3243,'Situational analysis','The major purposes of the situational analysis phase are to arrive at a clear and documented diagnosis of the existing business and IT conditions in the organisation, to identify problems and inefficiencies, and to understand the internal and external environments.',10244),(3244,'Strategy conception','Strategy conception is the envisioning of alternative future systems uses. It thus includes the identification of opportunities for competitive and performance advantages, and of scenarios for growth.',10244),(3245,'Strategy selection','Strategy selection constitutes the choice of new systems and processes. It includes speci- fications for data, applications development and maintenance, as well as for the architecture to be implemented. It elucidates the functional, organisational and technical models.',10244),(3246,'Strategy implementation planning','Strategy implementation planning includes the definition of concrete actions, the evaluation of budgetary requirements, and the study of time and organisational constraints. It elaborates upon issues of plan coordination and migration.',10244),(3247,'SSP effectiveness','SSP is the process of assessing the external and internal environments to identify new decision support and other applications that support the organisation’s business objectives (King, 1978; 1984; Premkumar & King, 1992; O’Connor, 1993; Segars & Grover, 1998; Sabherwal, 1999; Brown, 2010; Bygstad et al., 2010; Chen et al., 2010).1 Senior business executives, along with chief information officers (CIOs), thus play key roles in it (Schuman & Rohrbaugh, 1991; Earl, 1993; Cerpa & Verner, 1998). It is a continuous process periodically adjusted to the expectations of the participants (Salmela & Spil, 2002), and requiring critical reflection on values and assumptions about potential situations, as well as continuous dia- logue, listening and mutual collaboration (Córdoba, 2009). To carry it out, an organisation follows one of many similar, well-defined and documented methodologies, or it customises its own.',10244),(3248,'Social Interaction Ties','Structural capital refers to the overall pattern of connections between actors, and is generally manifested as social interaction ties.\r\nSocial interaction ties refer to ‘the strength of relationship, and the amount of time spent, and communication frequency among members’ within an organisation (Chiu et al., 2006, p. 1877).',10242),(3249,'Shared Knowledge- Sharing Vision','The results also show that social inter- action ties and shared knowledge-sharing vision are the antecedent factors of interpersonal trust, and that uncertainty regarding knowledge sharing is increased by seeker absorptive capability concerns, reciprocity concerns and fear of losing knowledge power.\r\nIn this model, interpersonal trust is considered a crucial factor influencing intra-organisational knowledge sharing and is associated with social interaction ties and a shared knowledge-sharing vision, according to SCT literature (Tsai & Ghoshal, 1998; Levin & Cross, 2004).',10242),(3250,'Fear of Seeker Opportunism','In the current study, fear of seeker opportunism is defined as a knowledge contributor’s concerns that knowledge seekers may act guilefully to pursue their own self-interest. Past studies have found that some knowledge seekers are not honest about their intentions when requesting knowledge in the context of knowledge sharing.',10242),(3251,'Seeker Absorptive Capability Concerns','In this study, seeker absorptive capability concerns are defined as the contributor’s beliefs regarding a seeker’s inability to utilise the shared knowledge. Seeker absorptive capability concerns are believed to be related to knowledge contributors’ perception of uncertainty because knowledge contribu- tors must invest time and effort if they are to share their knowledge (Kankanhalli et al., 2005).',10242),(3252,'Reciprocity Concerns','Accordingly, reciprocity concerns are defined as the perception by knowledge contributors that knowledge seekers will be unable to provide quality knowledge in return, or to respond to future knowl- edge requests by knowledge contributors. Generally, reciprocity concerns relate to knowledge seekers’ willingness and ability to share knowledge.',10242),(3253,'Fear of Losing Knowledge Power','In the study, fear of losing knowledge power can be defined as the knowledge contributors’ perception that sharing knowledge may result in the loss of power and associated personal value derived from their knowledge. Many studies have found that fear of losing knowledge power is a key concern related to knowledge sharing, and one that leads to knowledge hoarding (Orlikowski, 1993; Davenport & Prusak, 1998; Kankanhalli et al., 2005).',10242),(3254,'Interpersonal Trust','Trust refers to ‘the willingness of a party to be vulnerable to the actions of another party based on the expectation that the other will perform a particular action important to the trustor, irrespective of the ability to monitor or control that other party’ (Mayer et al., 1995, p. 712). The definition suggests that trust is an expectation that those others whom one chooses to trust will behave in a dependable and socially appropriate manner (Gefen et al., 2003). It also indicates a willingness of a party to be vulnerable to others (Gefen et al., 2003; Kankanhalli et al., 2005) because he or she believes that others will fulfil the expected commitment (Gefen et al., 2003).',10242),(3255,'Uncertainty','Based on the above arguments, uncertainty refers to knowledge contributor’s perceived uncertainty related to knowledge sharing and is considered as a knowledge-sharing inhibitor in the study.',10242),(3256,'Knowledge Sharing','Intra-organisational knowledge sharing refers to the movement of knowledge from one member to another within an organisation (Huber, 2001; Staples & Webster, 2008).',10242),(3257,'Technology Awareness','Following Dinev and Hart (2006), we adopted the concept of awareness of technological issues and define technology awareness as a user’s raised consciousness of and interest in knowing about technological issues and strategies to deal with them. It is only logical to assume that before an individual can form either positive or negative beliefs about using protective technologies, she must first be made aware of the issues surrounding negative technologies. More specifically, she must be aware of (a) the potential threats and consequences of poor or no protection and (b) the availability and effectiveness of protective technologies. Our broader definition of technology awareness reflects the fact that awareness of a solution is often preceded by awareness of a problem, i.e., there is a need for shields only if there are spears.',10591),(3258,'Perceived Usefulness','Perceived Usefulness is the degree to which a user believes that using the particular technology would enhance her work performance in an organizational context.',10591),(3259,'Perceived Ease of Use','Perceived Ease of Use is defined as the extent to which the user believes that usage will be effortless.',10591),(3260,'Self-efficacy','Self-efficacy is defined as the individual’s judgment of his or her skills and capabilities to perform the behavior (Bandura, 1986).  It is a common view that Self-efficacy reflects internal personality factors.',10591),(3261,'Controllability','Controllability is defined as the individual’s judgment about the availability of resources and opportunities to perform the behavior (Ajzen, 2002; Pavlou and Fygenson, 2006). It is a common view that Controllability reflects beliefs about external factors and resources.',10591),(3262,'Attitude','Attitude refers to a person’s judgment about whether it is good or bad to perform a behavior of interest. A favorable attitude is likely to encourage individuals to perform the behavior.',10591),(3263,'Subjective Norm','Subjective Norm is a person’s perception of the social pressure to perform or not perform the behavior in question. SN thus reflects the person’s perceptions of whether the behavior is accepted and encouraged by social circles consisting of people who are important to her.',10591),(3264,'Perceived Behavioral Control','Perceived behavioral control is the perceived ease or difficulty of performing a behavior and a personal sense of control over performing it (Ajzen, 1988). Perceived behavioral control is theorized as an antecedent to both intention and behavior (Ajzen, 1988, 2002; Taylor and Todd, 1995; Pavlou and Fygenson, 2006).',10591),(3265,'Behavioral Intention','a person’s  intention to perform the behavior of interest',10591),(3266,'Business Capability','The ability of IT personnel to understand the overall business environment and the specific organizational context.',10590),(3267,'Behavioral Capability','The interpersonal and management ability of IT personnel to interact with and manage others.',10590),(3268,'Technical Capability','The technical ability of IT personnel based on their specific expertise in technical areas.',10590),(3269,'Infrastructure Capabilities','The ability of the IT unit to provide extensive firm-wide IT infrastructure services that support the organization\'s business processes.',10590),(3270,'IT-Dependent Information Agility','The ability to easily accommodate change in the way organizational users access and use information resources.',10590),(3271,'IT-Dependent Strategic Agility','The ability to respond efficiently and effectively to emerging market opportunities by taking advantage of existing IT capabilities.',10590),(3272,'IT-Dependent System Agility','The ability to accommodate change in information systems without incurring significant penalty in time or cost.',10590),(3273,'Others\' Use','... Thus, it adopts a broader posture toward Observability by allowing for something other than what is visible to the eyes (I may hear about it, or read about it being used – these are also observable, as Rogers described it). For example, if I tell colleagues about having used the web to search for some important information, then they are aware of me having done so, and may form an opinion about this behavior without ever seeing it. It is this element that we focus on. This notion is also consistent with theories regarding the importance of critical mass in the adoption of communications technology (Ilie et al. 2005; Li et al. 2005; Lou et al. 2000). For purposes of clarity, we call this Others’ Use.',10589),(3274,'Trialability','the degree to which an innovation may be experimented with before adoption',10589),(3275,'Ubiquitous connection','Ubiquitous connection means that users can access LBS (Location-based services) at anytime from anywhere.',10444),(3276,'Contextual offering','Contextual offering means that mobile service providers present the optimal information and services to users based on their location and preferences.',10444),(3277,'Privacy concern','Privacy concern reflects a user\'s concern about service providers\' collection, storage, and usage of his or her personal information.',10444),(3278,'Perceived usefulness','Perceived usefulness represents a main extrinsic motivation, highlighting the behavioral outcomes such as the improvement of working effectiveness and efficiency.',10444),(3279,'Trust','Trust reflects a willingness to be in vulnerability based on the positive expectation toward another party\'s future behavior.',10444),(3280,'Privacy risk','Privacy risk reflects the risk, uncertainty and potential losses associated with personal information disclosure.',10444),(3281,'Usage intention','Usage intention reflects the usage, information disclosure, and recommendation.',10444),(3282,'Ease of Use','(Complexity: the degree to which an innovation is perceived as being difficult to use.)',10589),(3283,'Image','(... Image, which Rogers included as a component of Relative Advantage, and Voluntariness of Use.) Image was defined as the extent to which using the innovation was perceived to enhance one’s Image or status in the organization.',10589),(3284,'Relative Advantage','the degree to which an innovation is perceived as being better than its precursor',10589),(3285,'Voluntariness','Voluntariness of Use was defined as “the degree to which use of the innovation is perceived as being voluntary, or of free will” (Moore and Benbasat 1991).',10589),(3286,'Compatibility with Prior Experience','The degree to which an innovation is perceived as being consistent with past experiences of potential adopters.',10589),(3287,'Compatibility with Preferred Work Style','The degree to which an innovation is perceived as being consistent with the needs of potential adopters.',10589),(3288,'Use Intensity','the frequency and duration of use of the innovation by the individual',10589),(3289,'Compatibility with Values','The degree to which an innovation is perceived as being consistent with the existing values of potential adopters.',10589),(3290,'Communicability','Communicability reflects the ease with which the results of using the innovation can be easily described to others. (Communicability is much closer to the operationalization of Result Demonstrability in Moore and Benbasat’s work.)',10589),(3291,'Measurability','Measurability, on the other hand, reflects the degree to which the impact of the innovation can be assessed, in particular the ability to clearly attribute the effects to the innovation. An innovation whose outcomes can be measured concretely (e.g., using this innovation will save you 50percent of the time you spend on doing a task) has more demonstrable results than one whose outcomes can only be generally defined (e.g., using this innovation will help you make better decisions).',10589),(3292,'Project Risk: User Nonsupport','Non-supportive users, as utilized in this study, are unwilling participants (Tait and Vessey, 1988), perceive no need for the system (Hirschheim and Newman, 1988), have few feelings of responsibility (Davis, 1982), and resist change (Jiang et al., 2000). According to Petty and Cacioppo’s (1996) “attitude-behavior” theory, attitudes are individuals’ general affective, cognitive, and intentional responses toward objects or other people. Furthermore, the stronger the attitude, the stronger is its link to behavior (Ajzen, 1991). Thus, when the users’ overall attitude toward a new system is unfavorable, it is likely that they will not cooperate during a development effort, leading to an increased chance of project failure.\r\n\r\nNon-supportive users have a negative attitude toward the system – they are not ready to accept the changes the system will entail, not enthusiastic about the system, and not willing to respond to the development team’s requests. According to attitude-behavior theory, non-supportive users are not likely to facilitate the development or implementation of the system, to provide quick feedback to the system requirements, or to evaluate the system features that are critical to a successful system implementation (Beath and Orlikowski, 1994). User non-support is associated with resistance to change, users’ feelings of responsibility, and an understanding of the need for the system (Anderson and Narashinian, 1979; Charette, 1989; Tait and Vessey, 1988). User risk is one component of project risks that indirectly impact performance of the process and product (Wallace et al., 2004).',10587),(3293,'Coordination: User Partnering','Formal coordination theories require that tasks be allocated across organizational members, and communication and control mechanisms must facilitate the necessary information exchanges and decisional autonomy needed for effective collaboration and decision-making (Thompson, 1967; Van de Ven et al., 1976). Horizontal coordination between users and IS employees suggests a high degree of user participation in the project and open channels of communication among team members.\r\n\r\nPartnering is a specific management intervention designed to promote collaboration between the users and IS staff through coordination principles (Cowan et al.,1992). The partnership must be extended from the development team to the functional users of the proposed system.',10587),(3294,'Residual Performance Risk','Residual risk represents the difficulty in estimating the project scope, time, and costs during the later stages of the project. As such, the measure is an outcome of development steps and indicates estimation difficulty, not why estimation is difficult, or the methods used in estimation.\r\n\r\n\r\nMeasurement items:\r\n\r\nR1: What the cost of the project would be (removed)\r\nR2: What the project completion time would be\r\nR3: What the benefits of the project would be\r\nR4: If software would be compatible with environment\r\nR5: If software would meet user need',10587),(3295,'Project Performance','Measurement items:\r\n\r\nP1: Able to meet project goals\r\nP2: Efficient operations\r\nP3: Quality of work produced\r\nP4: Significant amount of work produced\r\nP5: Innovative and creative (removed)\r\nP6: Adherence to budget\r\nP7: Adherence to schedule',10587),(3296,'Response efficacy','Response efficacy is treated as a proxy of performance expectancy. Performance expectancy describes users\' opinions of the effectiveness of using a technology.',10432),(3297,'Perceived ease of use','Perceived ease of use represents the effort expectancy which describes users\' opinion of the effort associated with the use of a technology.',10432),(3298,'Subjective norm','Subjective norm reflects the social influence, that captures how users\' decision making is affected by significant others perception.',10432),(3299,'Response cost','Facilitating conditions describes the potential conditions that constrain or facilitate performing the behavior. This is similar to the concept of perceived behavioral control in TPB. According to TPB, perceived behavioral control is derived from two sources: external and the internal control.  Response cost is regarded to be associated with external control because it is relevant to the resources (especially the money and effort) spent for learning and using the MHS.',10432),(3300,'Self-efficacy','The internal control in our study refers to users’ ability to learn and use mobile health services. When users are confident in their ability to use the technology, they will be more likely to use that technology.',10432),(3301,'Perceived vulnerability','Perceived vulnerability refers to the probability that one will experience harm.',10432),(3302,'Perceived severity','Perceived severity refers to the degree of harm from unhealthy behavior.',10432),(3303,'Adoption intention','',10432),(3304,'Relative advantage','Relative advantage is defined as the degree to which the innovation is perceived as being better than the alternative it supersedes.',10431),(3305,'Social influence','The normative pressure on intention to use mobile services.',10431),(3306,'Switching cost','Perceived switching cost is the degree to which an individual believes that switching service providers would incur certain cost to him or her.',10431),(3307,'Perceived quality','Service quality is especially important in the context of mobile services because consumers become reluctant to use mobile services when they experience frequent delays in response, frequent disconnection, lack of access and poor security.',10431),(3308,'Compatibility','Compatibility is defined as the degree to which an innovation is perceived as being consistent with existing values, past experiences, and needs of potential adopters.',10431),(3309,'Perceived usefulness','In perceived usefulness, TAM highlights the aspect \"capable of being used advantageously\" compared with MNO services. This study attempts to conceptualized perceived usefulness in relation to relative advantage: how consumers perceive MVNOs as being useful and advantageous compared with MNO services.',10431),(3310,'Behavioral Intention','The UTAUT suggests that a person\'s performance of a specified behavior is determined by his or her behavioral intention to perform the behavior, and the behavioral intention is jointly determined by the person\'s attitudes and subjective norms.',10431),(3311,'Perceived ease of use','Perceived ease of use refers to the degree to which a person believes that using a particular system will be effortless.',10431),(3312,'Price level','Perceived price may be a very complicated concept related to monetary cost or price, psychological cost (in psychology and sociology), cognitive cost (team cognition literature), or social cost (in group/team study and organizational behavior literature). Incorporating these concepts together, this study defines perceived price as user\'s perception of the magnitude of the costs using an MVNO (monetary, stress, and time) that add negative value to users when making a decision.',10431),(3313,'Use behavior','',10431),(3314,'Collaborative Exchange','We define collaborative exchange as the degree to which informal communication exists among participants in the development process. This collaboration should provide the contextual specificity necessary to meaningfully create and share knowledge. For example, it should facilitate developers’ integration of their technical knowledge with the application domain knowledge of users. Similarly, different user groups, defined by product groups, functional membership, or location, should be able to more effectively share their perspectives on the application domain with others. Additionally, developers should be able to share their technical knowledge with other developers. The suggested permutations and combinations of integrating technically and contextually-specific knowledge between and among developers and user groups expands the knowledge base for the development process and promotes common understanding.',10585),(3315,'Explicit Knowledge Integration','In this study, we focus on explicit knowledge integration, the degree to which semantic consistency, accessibility, and the ability to share information is achieved across stages of the development process. In this study, explicit knowledge integration represents the integration of knowledge in artifacts that are generated in the system development process. Systems development tasks create and manipulate artifacts that should exhibit integrity for effective systems development. To achieve such integrity, the information content of development artifacts created in the initial stages (such as requirements documents) needs to be preserved for access and use later in the process (such as programming and testing).',10585),(3316,'Process Formalization','Higher levels of formalization are marked by minimal redundancy of tasks, de-emphasis of collaboration, and a focus on hierarchical control and task efficiency.',10585),(3319,'Systems Development Performance','An organization’s systems development performance is a function of its ability to integrate knowledge throughout the systems development process, and to use knowledge assets systematically.',10585),(3320,'Tool Age (Control Variable)','--> tool portfolio age',10585),(3321,'Size (Control Variable)','--> IS department size',10585),(3322,'Process Performance','Process performance is defined as the degree to which systems developed by the IS department\r\nmeet productivity and efficiency objectives.',10585),(3323,'Outcome Performance','Outcome performance is defined as the degree to which systems developed by the IS department meet\r\nrequirements in terms of functionality, quality, and user satisfaction.',10585),(3324,'Computer Anxiety','Computer anxiety is “the tendency of individuals to be uneasy, apprehensive, or fearful about current or future use of computers” (Igbaria and Parasuraman, 1989, p. 375).',10580),(3325,'Oral Communication Apprehension','Oral communication apprehension is the fear or anxiety associated with situations in which oral communication is required (McCroskey, 1984). It includes apprehension in interpersonal (dyadic), group, formal meeting, and public speaking contexts.',10580),(3326,'Written Communication Apprehension','Written communication apprehension is the fear or anxiety associated with situations in which writing is required (Daly and Miller, 1975). It encompasses factors that can be labeled as anxiety about writing in general, having one’s writing read by others, and selfevaluation of writing.',10580),(3327,'Computer Mediated Communication Anxiety','We define computer-mediated communication anxiety as an individual’s level of fear or apprehension associated with actual or anticipated use of information technology to communicate with others.',10580),(3328,'Computer Mediated Communication Familiarity','Familiarity is a combination of the knowledge, understanding, and amount of time an individual has had experience with something. \r\n\r\n(CMC systems are computer-based systems that enable individuals to communicate with others (Rice et al., 1990).)',10580),(3329,'Computer Mediated Communication Attitude','Attitude is a person’s affective evaluation of a specific object (Davis et al., 1989). \r\n\r\n(CMC systems are computer-based systems that enable individuals to communicate with others (Rice et al., 1990).)',10580),(3330,'Computer Mediated Communication Usage','Use has been defined and measured in several different ways (e.g., appropriate use, breadth of use). This research defines use as the end user behavior (i.e., interaction event) with an information system of interest in order to derive some form of individual impact (Seddon, 1997). \r\n\r\n(CMC systems are computer-based systems that enable individuals to communicate with others (Rice et al., 1990).)',10580),(3331,'Horizontal Coordination','Coordination mechanisms attempt to integrate and link different units of an organization to accomplish common goals. Horizontal coordination mechanisms are designed to facilitate cross-unit collaboration. In IS development, effective horizontal coordination across the organization facilitates the involvement of different stakeholders working on a common project to agree to system requirements, share information, and mesh activities.',10579),(3332,'Information System-User Climate','The IS-user climate is defined as the extent of the users’ positive attitudes toward the overall IS function—including users’ feelings of IS staff commitment and willingness to support their needs, management support toward the IS function and the IS staff, and user attitude toward their interaction with the IS staff.',10579),(3333,'Information System Department Performance Satisfaction','',10579),(3334,'Individual Self-Protection','',10614),(3335,'Perceived behavioral control','Perceived behavioral control refers reflects a person\'s perception of ease of use or difficulty toward implementing the behavior in interest.',10425),(3336,'Perceived credibility','Perceived credibility is defined as the extent to which a person believes that using m-service will be free of security and privacy threats.',10425),(3337,'Perceived ease of use','Perceived ease of use is defined as the extent to which a person believes that using a particular system will be free of effort.',10425),(3338,'Perceived usefulness','Perceived usefulness is defined as the extent to which a person believes that using a particular system will enhance his or her job performance.',10425),(3339,'Perceived cost','Consumers must deal with non-negligible costs in switching between different brands of products or relative services invarious markets. Transitioning from wired electronic services (ES) to mobile services (MS) implies some additional expenses. Equipment costs, access cost, and transaction fees are three important components that make MS use more expensive than wired ES.',10425),(3340,'Behavior intention','',10425),(3341,'Perceived control and skill','Perceived control and skill pointed out users in flow state tend to show their intrinsic motivations while performing and completing specific tasks, and fell consistency between activities and self-awareness.',10424),(3342,'Perceived enjoyment','Perceived enjoyment is defined as \"the extent to which the activity of using a particular system is perceived to be enjoyable in its own right, aside from any performance consequences resulting from system use\".',10424),(3343,'Perceived ease of use','Perceived ease of use is defined as \"the degree that using a specific technology will be free from effort.\"',10424),(3344,'Perceived mobility','Perceived mobility is defined as \"the extent of user awareness of the mobility value of mobile services and systems\"',10424),(3345,'Perceived connectedness','Perceived connectedness is defined as \"the degree that users are cognitively and emotionally connected with the world, its resources, and people.\" This study defines perceived connectedness as \"the level to which users are cognitively connected with SNGs or their systems.\"',10424),(3346,'Perceived usefulness','Perceived usefulness is defined as \"the perceived degree to which an individual believes that using a specific service or system improves his or her task performance.\"',10424),(3347,'Attitude','An individual\'s attitude is referred to as \"the perceived degree of positive and negative feelings about doing the target behavior.\" This study employs the definition of attitude introduced by Ajzen (1991), which defines attitude as \"the degree of positive feelings about playing M-SNG.\"',10424),(3348,'Satisfaction','',10424),(3349,'Intention ot use','',10424),(3350,'Shopping enjoyment','',10578),(3351,'Convenience in purchasing','',10578),(3352,'Cost reduction','',10578),(3353,'Time spent','',10578),(3354,'Time to receive product','',10578),(3355,'Product quality','',10578),(3356,'Customer satisfaction','We view customer satisfaction as an emotional or cognitive response pertaining to a particular focus (e.g., comparing performance to some standard or level of expectation) determined at a particular time (e.g., prepurchase, during the transaction, or post-purchase and consumption).',10578),(3357,'Sociopsychological Value','Sociopsychological value means convenience and enjoyment aspects during shopping on the Internet',10578),(3358,'Economic Value','We describe economic value as a monetary saving obtained from cost and time reduction in Internet shopping.',10578),(3359,'Product Value','Product value is originated from purchased products themselves (i.e., product quality).',10578),(3360,'SNS Continuance Intention','We conceptualize SNS continuance intentions as the outcome of users’ satisfaction, which in turn is determined by the gratifications (The terms ‘‘benefit” and ‘‘gratification” are used interchangeably in this study) users obtain on an SNS.\r\nBuilding on the propositions of the ECM and the U&G theory, in this study, SNS continuance intention is modeled as the outcome of users’ satisfaction, considering the paramount role of this construct according to the ECM.',10661),(3361,'Satisfaction with an SNS','',10661),(3362,'Maintaining Ties with Close Friends','',10661),(3363,'Broadening Social Network','',10661),(3364,'General Information','',10661),(3365,'Social Information on Close Friends','',10661),(3366,'Social Information on Broader Network','',10661),(3367,'Self-Enhancement','',10661),(3368,'Number of SNS Friends?','',10661),(3369,'Age','The final net sample included 488 observations (see Table 3): 198 from male (mean age = 26.43;\r\nSD = 6.67) and 290 from female (mean age = 25.45; SD = 4.97) Facebook users.',10661),(3370,'Perceived Mobility','Prior studies have defined perceived mobility as \"the degree of user awareness of the portable value of mobile services and systems\".',10422),(3371,'Perceived Usefulness','Perceived usefulness is defined as \"the degree to which people think that their job performance can be enhanced by a particular services and system\".',10422),(3372,'Perceived Locational Accuracy','It is defined as \"the degree to which users of mobile map services are becoming aware of their exact locations in displayed maps\".',10422),(3373,'Service and Display Quality','It is defined as \"the degree of general performance of an information system and related services.\"',10422),(3374,'Satisfaction','Satisfaction is a notable determinant of users\' behavioral intention to use systems, such as car navigation system.',10422),(3375,'Attitude','Attitude is \"the people\'s preference when they utilize a particular system or service\".',10422),(3376,'Flow State','It is defined as \"the users\' powerful feeling of being in a virtual space different from where the users\' physical body is located\".',10422),(3377,'Intention to Use','Intention to use is \"the degree of the psychological state of the people\'s general minds to use specific services and systems\".',10422),(3378,'Perceived Usefulness','',10399),(3379,'Perceived Ease of Use','',10399),(3380,'Perceived Enjoyment','Perceived enjoyment is the extent to which the activity of using a certain technology is perceived as being enjoyable.',10399),(3381,'Attitude','An individual having more positive attitude toward a behavior is more likely to develop an intention to carry out that behavior. The attitude in this context is based on direct experience of consumers that enables them to evaluate mobile data services more clearly and confidently.',10399),(3382,'Social Influence','In this study, social influence refers to the perceived pressure from the people who the consumer thinks important.',10399),(3383,'Media Influence','Industry players conduct their marketing campaigns through the mass media, such as television, radio, newspapers, and magazines. The consumer behavior literature recognizes the influence of such media as an important factor that affects consumer purchasing decisions.',10399),(3384,'Perceived Mobility','Perceived mobility in this study is the extent to which mobile data services are perceived as being able to provide pervasive and timely connections.',10399),(3385,'Perceived Monetary Value','The marketing literature suggests that most consumers cognitively encode prices in ways meaningful to them such as expensive or cheap. These subjective perceived prices can be both an indicator of the amount of sacrifice associated with the purchase of a product as well as an indicator of product quality. Consumer perception of monetary value of goods or services is a result of a mental accounting process of their perceptions of quality and sacrifice.',10399),(3386,'Intention to Continue Usage of Mobile Data Services','',10399),(3387,'Age','',10399),(3388,'Gender','',10399),(3389,'Education level','',10399),(3390,'Experience','',10399),(3391,'Social Influence','Social influence is defined as \"a person\'s perception that most people who are import to him think he should or should not perform the behavior in question\".',10397),(3392,'System Quality','System quality refers to perceived network speed and system stability.',10397),(3393,'Self-efficacy','Self-efficacy is defined as a belief that an individual has the capabilities to execute the particular behavior with IT.',10397),(3394,'Facilitating Conditions','Facilitating Conditions is defined as the external environments of helping users overcome barriers and hurdles to use a new IT.',10397),(3395,'Familiarity With Bank','Familiarity is defined as \"an understanding, often based on previous interactions, experiences, and learning of what, why where and when others do what they do\".',10397),(3396,'Situational Normality','Situational normality is referred to \"how normal or customary the situation appears to be\".',10397),(3397,'Structural Assurances','Structural assurances refer to \"safety nets such as legal resourse, guarantees, and regulation existed in a specific contest.\"',10397),(3398,'Calculative-based Trust','Calculative-base trust refers to \"rational assessments of the const and benefits in the relationship\".',10397),(3399,'Perceived Usefulness','Perceived usefulness is defined by Davis (1989) as \"the prospective user\'s subjective probability that using a specific application system will increase his or her job performance within an organizational context\".',10397),(3400,'Perceived Ease of Use','Perceived ease of use is defined as \"the degree to which the prospective user expects the target system to be free fo effort\".',10397),(3401,'Trust','In e-commerce context, trust is defined as a belief that vendors are willing to behave based on an individual\'s expectation and to avoid an opportunistic behavior.',10397),(3402,'Behavioral Intention','An individual\'s behavioral intention, which results in actual behavior, is influenced by his/her subject norm and attitude, and the attitude is influenced by individual beliefs.',10397),(3403,'Perceived Value','Perceived value describes the perceptions of elders regarding mobile-health services, and evaluate relative rewards and the associated sacrifices.',10396),(3404,'Perceived Behavior Control','Perceived behavior control refers to \"the perceptions of internal and external constraints on behavior and encompassed self-efficacy, resource facilitating conditions, and technology facilitating conditions\".',10396),(3405,'Subjective Norm','Subject norm is defined as \"the person\'s perception that most people who are important to him think he should or should not perform the behavior in question\".',10396),(3406,'Perceived Physical Condition','Perceived physical condition is used as internal controls or inhibiting conditions that increase the expectancy of middle-age and older users to use mobile health services in the context.',10396),(3407,'Resistance To Change','Older people will typically maintain the same activities and behaviors they previously had. They attempt to maintain this lifestyle continuity by adopting strategies that are connected to their past experiences. Given that changes in lifestyle result from the usage of new technologies, elderly people\'s reaction to change will also influence their intention to adopt a new technology.',10396),(3408,'Technology Anxiety','Technology anxiety is a negative emotional response, and pertains to the fear or discomfort people experience when they think of using or actually use technology. It also refers to the apprehension of an individual when he or she is faced with the possibility of using technology.',10396),(3409,'Self-actualization','In the context of the current study, learning to use new IS applications, such as mobile health services, could mean embarking on activities that senior citizens have not previously attempted. Learning to use IS applications may thus present opportunities for them to actualize their personal capacity.',10396),(3410,'Attitude Toward Mobile Health Service','Attitude is defined as \"an individual\'s positive or negative feeling about performing the target behavior,\" includes cognitive and affective evaluation.',10396),(3411,'Behavior Intention','Behavior intention is defined as \"a measure of the strength of one\'s intention to perform a specified behavior\".',10396),(3412,'Perceived Ease-of-use','',10658),(3413,'Perceived Usefulness','',10658),(3414,'Relative Advantage','',10658),(3415,'Ease-of-Use','',10658),(3416,'Compatibiity','',10658),(3417,'Image','',10658),(3418,'Result Demonstrability','',10658),(3419,'Visibility','',10658),(3420,'Trialability','',10658),(3421,'Voluntariness','',10658),(3422,'Intention to Adopt','',10658),(3423,'Contextual offering','Contextual offering means that mobile service providers present the optimal information and services to users based on their locations and preferences. With the help of mobile networks, service providers can acquire a user’s real-time location. Then, they can match marketing information with user location and preferences, and push the relevant information to the user.',10443),(3424,'Privacy concern','Privacy concern reflects a user’s concern on his or her personal information, such as concern on improper access, unauthorized secondary use, errors and collection.',10443),(3425,'Flow','The concept of flow originates from psychology [11]. Flow represents a holistic sensation that people feel when they act with total involvement [11]. Hoffman and Novak [24] noted that flow is characterized by: (1) a seamless sequence of responses facilitated by machine interactivity, (2) intrinsic enjoyment, (3) a loss of self-consciousness, and (4) self-reinforcement. Flow reflects a balance between users’ skills and challenges. When the skills exceed challenges, users feel bored. In contrast, when the challenges exceed skills, users feel anxious. If both skills and challenges are lower than the threshold values, users feel apathy. Only when both skills and challenges exceed the threshold values and have a good match will users experience flow.',10443),(3426,'Trust','Trust reflects a willingness to be in vulnerability based on the positive expectation towards another party’s future behavior [42]. Trust includes three beliefs: ability, integrity and benevolence. Ability means that mobile service providers have the necessary ability and knowledge to fulfill their tasks. Integrity means that mobile service providers keep their promises and do not deceive users. Benevolence means that mobile service providers are concerned with users’ interests, not just their own.',10443),(3427,'Perceived risk','(Items of perceived risk were adapted from Xu et al. [55] to measure the potential losses and uncertainty associated with using LBS.)',10443),(3428,'Usage intention','When users expect LBS to deliver a good experience to them, they will increase usage intention.',10443),(3429,'Entertainment','',10428),(3430,'Irritation','',10428),(3431,'Perceived Usefulness','',10428),(3432,'Attitude toward mobile advertising','',10428),(3433,'Acceptance of mobile advertising','',10428),(3434,'Perceived Compatibility','',10429),(3435,'Perceived Security','',10429),(3436,'Perceived Usefulness','',10429),(3437,'Perceived Ease of Use','',10429),(3438,'Individual Mobility','',10429),(3439,'Attitude Towards Use','',10429),(3440,'Subject Norm','',10429),(3441,'Intention to Use','',10429),(3442,'Innovativeness','',10427),(3443,'M-shopping intention','',10427),(3444,'Affinity','',10427),(3445,'Compatibility','',10427),(3446,'Ease of use','',10427),(3447,'Perceived usefulness','',10427),(3448,'Attitude toward M-shopping','',10427),(3449,'Perceived usefulness','',10427),(3450,'M-shopping patronage','',10427),(3451,'Risk','',10426),(3452,'Ease of Use','',10426),(3453,'Adoption','',10426),(3454,'Usefulness','',10426),(3455,'Relative Advantage','',10426),(3456,'Social Norms','',10426),(3457,'Site\'s Brand Equity','',10423),(3458,'Site\'s Design Quality','',10423),(3459,'Trust','',10423),(3460,'User\'s Experience of Smartphone','',10423),(3461,'Intention to Use','',10423),(3462,'Perceived Credibility','',10408),(3463,'Perceived Costs','',10408),(3464,'Relative Advantage','',10408),(3465,'Perceived Ease of Use','',10408),(3466,'Peer Influences','',10408),(3467,'Self Efficacy','',10408),(3468,'Technology Facilitating Conditions','',10408),(3469,'Attitude','',10408),(3470,'Subjective Norm','',10408),(3471,'Perceived Behavioral Control','',10408),(3472,'Behavioral Intention','',10408),(3473,'Usage Behavior','',10408),(3474,'Compability','',10409),(3475,'Perceived Costs','',10409),(3476,'Perceived Usefulness','',10409),(3477,'Perceived Ease of Use','',10409),(3478,'Credibility','',10409),(3479,'Trust','',10409),(3480,'Risk','',10409),(3481,'Behavioural Intention to Adopt Mobile Banking','',10409),(3482,'Tangibles','',10412),(3483,'Empathy','',10412),(3484,'Assurance','',10412),(3485,'Responsiveness','',10412),(3486,'Reliability','',10412),(3487,'Perceived Value','',10412),(3488,'Customer Satisfaction','',10412),(3489,'Behavioural Intention','',10412),(3490,'Extent of Usage','',10412),(3491,'Perceived Usefulness','',10413),(3492,'Perceived ease of use','',10413),(3493,'Social Influence','',10413),(3494,'Perceived self- efficacy','',10413),(3495,'Perceived enjoyment','',10413),(3496,'Intention to use','',10413),(3501,'Gender','',10413),(3502,'Age','',10413),(3503,'Experience','',10413),(3504,'Voluntariness of Use','',10413),(3505,'Structural assurance','Structural assurance means that there exist technological and legal structures to ensure purchase security.',10442),(3506,'Ubiquitous connection','Ubiquitous connection means that users can conduct mobile purchase at anytime from anywhere.',10442),(3507,'Contextual offering','Contextual offering means that mobile service providers can present the personalized information and services to users based on their locations.',10442),(3508,'Trust','Siau and Shen [47] divided mobile user trust into two categories: initial trust and continuous trust. Factors related to mobile vendor and technology are proposed to affect mobile trust. Mobile user trust has been examined in the contexts of mobile payment [6], mobile banking [25, 36], and mobile transactions [31]. The determinants of mobile user trust include structural assurance, relative benefits [25], design esthetics [33], interactivity [31], and perceived reputation [6].\r\n\r\nTrust reflects a willingness to be in vulnerability based on the positive expectation toward another party’s future behavior [40]. Trust often includes three beliefs: ability, integrity, and benevolence. Ability means that mobile service providers have necessary knowledge and skills to fulfill their tasks. Integrity means that mobile service providers keep their promises and do not deceive users. Benevolence means that mobile service providers keep users’ interests in mind, not just their own benefits',10442),(3509,'Flow','Flow reflects a holistic sensation that people feel when they act with total involvement [8]. Hoffman and Novak [19] defined flow as a state that is characterized by: (1) a seamless sequence of responses facilitated by machine interactivity, (2) intrinsic enjoyment, (3) a loss of selfconsciousness, and (4) self reinforcement. Flow reflects a balance between challenges and users’ skills [11]. When challenges exceed skills, users feel anxious. In contrast, when skills exceed challenges, users feel boredom. If both challenges and skills are below the threshold values, users feel apathy. When both challenges and skills exceed the threshold values and have a fit, users may experience flow.',10442),(3510,'Perceived usefulness','Perceived usefulness has been found to be a variable predicting initial adoption and postadoption.',10442),(3511,'Purchase intention','Items of purchase intention reflect users’ intention to use or continue using mobile purchase.',10442),(3512,'Perceived Behavioral Control','A person’s perception of the ease or difficulty of performing the behavior of interest.',10441),(3513,'Subjective Norm','A person’s perception that most people who are important to him think he should or should not perform the behavior.',10441),(3514,'Perceived Usefulness','The degree to which a person believes that using a particular system would enhance his or her job performance.',10441),(3515,'Perceived Ease of Use','The degree to which a person believes that using a particular system would be free of effort.',10441),(3516,'Innovativeness','',10441),(3517,'Compatibility','The degree to which an innovation is perceived as consistent with the existing values, past experiences, and needs of potential adopters.',10441),(3518,'Perceived Cost','The extent to which an individual perceive that using m-commerce is costly.',10441),(3519,'Perceived Risk','Certain types of financial, product performance, social, psychological, physical, or time risks when consumers make transactions online.',10441),(3520,'Attitude','',10441),(3521,'Behavioral Intention','',10441),(3522,'Actual Use','',10441),(3523,'Trust','The extent to which an individual believes that using m-commerce is secure and has no privacy threats.',10441),(3524,'Perceived Enjoyment','The intrinsic reward derived through the use of the technology or service studied .',10441),(3525,'Structural assurance','Structural assurance means that there exist adequate technological and legal structures to ensure payment security.',10440),(3526,'Ubiquity','Ubiquity means that with the help of mobile terminals and networks, users can access mobile banking at anytime from anywhere.',10440),(3527,'Perceived ease of use','Perceived ease of use reflects the difficulty of using mobile banking.',10440),(3528,'Personal innovativeness','Personal innovativeness reflects a user’s willingness to try out new technologies [41]. Users with high personal innovativeness are willing to experience new technologies such as mobile banking.',10440),(3529,'Trust','Trust reflects a willingness to be in vulnerability based on the positive expectations towards another party’s future behavior [42]. Trust often includes three dimensions: ability, integrity and benevolence [43]. Ability reflects that service providers have the skills and knowledge necessary to fulfill their tasks. Integrity reflects that service providers keep their promises and do not deceive users. Benevolence reflects that service providers keep users’ interests in mind and will not just care their own benefits.',10440),(3530,'Flow','Flow is defined as a holistic sensation that people feel when they act with total involvement [21]. Novak et al. [22] described flow as a state that is characterized by: (1) a seamless sequence of responses facilitated by machine interactivity, (2) intrinsic enjoyment, (3) a loss of selfconsciousness, and (4) self reinforcement. Flow reflects a balance between users’ skills and challenges. When skills are larger than challenges, users feel bored. In contrast, when challenges are larger than skills, users feel anxious. When both skills and challenges are lower than the threshold values, users feel apathy. Only when both skills and challenges exceed the threshold values and have a good match can users experience flow.',10440),(3531,'Usage intention','Items of usage intention reflect a user’s willingness to use and continue using mobile banking.',10440),(3532,'Actual usage','Actual usage is measured with an item reflecting mobile banking usage frequency.',10440),(3533,'System quality','System quality reflects the stability, navigation and layout of mobile sites.',10439),(3534,'Information quality','Information quality reflects the timeliness, accuracy and comprehensiveness of the information provided by mobile sites.',10439),(3535,'Service quality','Service quality reflects the reliability, responsiveness, assurance and empathy of the services delivered to users (Gefen, 2002).',10439),(3536,'Perceived ease of use','Perceived ease of use reflects the (lack of) difficulty in using an information technology.',10439),(3537,'Perceived usefulness','Perceived usefulness reflects the improvement of effectiveness and efficiency associated with using an information technology.',10439),(3538,'Trust','Trust reflects a willingness to be vulnerable based on the positive expectation of another party’s future behaviour (Mayer et al., 1995).',10439),(3539,'Satisfaction','Satisfaction reflects an accumulative feeling developed during multiple interactions with mobile service providers. Satisfaction can also reflect a gap between perceived performance and expectation. When perceived performance exceeds expectation, users will be satisfied.',10439),(3540,'Functionality','– transaction speed (response time)\r\n– connection to the network speed\r\n– interface comprehensibility\r\n– infrastructure availability',10438),(3541,'Trust','– security in mobile payments\r\n– confidentiality of personal data\r\n– trustworthiness in the results of the m-services\r\n– integrity of the terms of use of the m-services',10438),(3542,'Innovativeness','“The willingness of an individual to try out any new information technology”',10438),(3543,'Relationship Drivers','– time and location personalization of the m-services\r\n– the services’ adaptation to the consumers’ profile\r\n– the consumers’ dynamic permission option',10438),(3544,'Perceived Ease of Use','“The degree to which a person believes that using mobile data-services would be free of effort”',10438),(3545,'Perceived Usefulness','“The degree to which a person believes that using mobile data-services would enhance his or her job performance”',10438),(3546,'Behavioral Intention','“A person’s subjective probability that he or she will perform some mobile data-services”',10438),(3547,'Performance Expectancy','Performance expectance is driven from perceived usefulness, relative advantage, extrinsic motivates, job-fit, and outcome expectations. \r\n\r\nConstruct - Performance Expectancy:\r\nIn conducting banking affairs,\r\n(PE1) using mobile banking would improve my performance\r\n(PE2) using mobile banking would save my time\r\n(PE3) I would use mobile banking anyplace\r\n(PE4) I would find mobile banking useful',10437),(3548,'Effort Expectancy','Effort expectation is defined as the degree of ease associated with technology use.',10437),(3549,'Social Influence','Social influence is defined as the degree to which an individual perceives that important others believe he/she should use the technology.',10437),(3550,'Perceived Credibility','Security and privacy are supported as two important dimensions under the construct of perceived credibility.',10437),(3551,'Perceived Financial Cost','Economic factors such as advantageous transaction service fees or economic considerations such as concerns on basic fees for connecting mobile banking, cost burden for using mobile banking, and high payment for using mobile banking.',10437),(3552,'Facilitating Conditions','Facilitating conditions are defined as the degree to which an individual believes that an organizational and technical infrastructure exists to support technology use.',10437),(3553,'Perceived Self-efficacy','Construct - Perceived Self-efficacy:\r\nI could use mobile banking ….\r\n(PSE1) if I had the built-in help guidance for assistance\r\n(PSE2) if someone showed me how to do it\r\n(PSE3) if I had seen someone else using it\r\n(PSE4) if I could call someone for help',10437),(3554,'Intention','Construct - Intention:\r\nWhen dealing with banking affairs\r\n(BI1) I prefer to using mobile banking\r\n(BI2) I intend to use mobile banking\r\n(BI3) I would use mobile banking',10437),(3555,'Behavior','',10437),(3556,'Content','Content is defined as a consumer\'s assessment that programs are applicable (relevance), up-to-date (timeliness), and sufficient (sufficiency).',10403),(3557,'Cognitive Concentration','Cognitive concentration is defined as the extent to which an individual attention is absorbed by the activity.',10403),(3558,'Perceived Usefulness','Perceived usefulness defined the extent to which a person believes that using the technology will enhance his or her job performance.',10403),(3559,'Perceived ease of use','Perceived ease of use is defined as the extent which a person believes that using the technology will be free of effort.',10403),(3560,'Intention to use mobile TV','',10403),(3561,'Perceived Usefulness (PU)','',10414),(3562,'Perceived ease of use (PEOU)','',10414),(3563,'Perceived financial cost (PFC)','',10414),(3564,'Trust (TR)','',10414),(3565,'Social influence (SI)','',10414),(3566,'Personal innovativeness in information technology (PIIT)','',10414),(3567,'Intention to use (IU)','',10414),(3568,'Industry','',10414),(3569,'Social Influence','Social influences, the second component of the model, are defined in this study as individuals’ perceived pressures from social networks on adoption or otherwise of the innovation.',10436),(3570,'Personal innovativeness','Personal innovativeness (in information technology) is defined by Agarwal and Prasad (1998) as the willingness of an individual to try out any new information technology.',10436),(3571,'Perceived Risk','The ‘‘perceived risk’’ model assumes that consumer acts to minimize any expected negative utility associated with adoption behavior.',10436),(3572,'Perceived Fee','',10436),(3573,'Compatibility','Compatibility (adapted from Moore and Benbasat (1991) \r\n- Development of an instrument to measure the perceptions of adopting an information technology innovation. Information Systems Research, 2(3), 192 222.):\r\n\r\nCompatibility - the degree to which an innovation is perceived as being consistent with the existing values, needs, and past experiences of potential adopters',10436),(3574,'Relative advantage','Relative advantage (adapted from Kim, Shin, et al. (2009)\r\n-  Understanding dynamics between initial trust and usage intentions of mobile banking. Information Systems Journal, 19(3), 283–311):\r\n\r\nRelative beneﬁts are realized when a new service offers greater value to customers thanexisting ones in such ways as improvements in economic beneﬁts, personal image, conve-nience and satisfaction (Rogers, 1995; Taylor & Todd, 1995).',10436),(3575,'Behavioral Intention to Adopt','',10436),(3576,'Behavioral Intention to Continue Using','',10436),(3577,'Perceived Risk','The user’s subjective expectation of suffering a loss in pursuit of the desired outcome of using mobile commerce (MC).',10435),(3578,'Cost','The possible expenses of using mobile commerce (MC), i.e., equipments costs, access cost, and transaction fees.',10435),(3579,'Compatibility','The degree to which engaging in online transactions via mobile commerce (MC) is perceived as being consistent with the potential user’s existing values, beliefs, previous experiences and current needs.',10435),(3580,'Perceived Usefulness','The degree to which a person believes that engaging in online transactions via mobile commerce (MC) would enhance his or her performance.',10435),(3581,'Perceived Ease of Use','The degree to which a person believes that engaging in online transactions via mobile commerce (MC) would be free of effort.',10435),(3582,'Behavioral Intention To Use','The user’s likelihood to engage in online transactions via mobile commerce (MC).',10435),(3583,'Actual Use','The frequency of using mobile commerce (MC) and the approximate number of times the user uses MC in a given period of time.',10435),(3584,'Perceived Cost','The cost for a mobile search is the additional expenses for using the search, including equipment costs, access costs, and transaction costs. The reason for using \"perceived cost\" here is that the same spending has different perceived costs for different people. The differences can be affected by an individual\'s family background, income, and other factors.',10402),(3585,'Social Influence','Social influence is defined as the degree to which an individual perceives that important others believe he or she should use the new system, which has a positive effect on the use intention.',10402),(3586,'Technology Characteristics','The functional characteristics of a mobile search are defined as the actual functional characteristics of the current mobile search.',10402),(3587,'Use Experience','The use experience of a mobile search can influence the acceptance of a mobile search and this effect actually works through effort expectancy and performance expectancy.',10402),(3588,'Task-technology Fit','The task-technology fit of the mobile search is defined as the fit degree between the task characteristics and the functional characteristics of the mobile search.',10402),(3589,'Effort Expectancy','Effort expectancy is defined as the degree of ease associated with the use of the system.',10402),(3590,'Performance Expectancy','Performance expectancy is defined as the degree to which an individual believes that using the system will help him or her to attain in job performance.',10402),(3591,'Gender','',10402),(3595,'Use Intention','Use intention refers to the strength of one\'s intention to perform a mobile search.',10402),(3596,'Confirmation','Confirmation is defined as the degree that trial experience meets initial expectation.',10434),(3597,'Perceived usefulness','Perceived usefulness is a cognitive belief most consistent and salient to IT use (Venkatesh et al. 2003). [Beliefs refer to the post-trial cognitions towards IT.] Perceived usefulness is defined as the degree to which a technology is perceived as providing benefits in performing certain activities.',10434),(3598,'Perceived ease of use','Perceived ease of use is a cognitive belief most consistent and salient to IT use (Venkatesh et al. 2003). [Beliefs refer to the post-trial cognitions towards IT.] Perceived ease of use is defined as the extent to which a technology is perceived as being easy to understand and use (Davis 1989).',10434),(3599,'Perceived enjoyment','Perceived enjoyment is an affective belief. [Beliefs refer to the post-trial cognitions towards IT.] Perceived enjoyment is defined as the extent to which the activity of using an innovation is perceived to be enjoyable in its own right, apart from any performance consequences that may be anticipated (Davis et al. 1992).',10434),(3600,'Satisfaction','Satisfaction is defined as ‘‘consumer’s response to the evaluation of the perceived discrepancy between prior expectations (or some other form of performance) and the actual performance of the product as perceived after its consumption’’ (Tse and Wilton 1988, p. 204).',10434),(3601,'Perceived fee','Perceived fee is incorporated to investigate consumer’s purchasing decision process of paid IT under a free trial marketing strategy.',10434),(3602,'Purchase / Continuance intention','(=   decision of paid IT acceptance: the purchasing decision for continuing to use the innovation for a longer time or for full functionalities)',10434),(3603,'Organizational Process Alignment','Organizational process alignment refers to the arrangement of various parts in a company so that they work together harmoniously to pursue common organizational goals, to enhance performance and sustain competitive and systems to align the contingencies of environment, strategy, technology, and so on, for survival and success.',10401),(3604,'Organizational Learning Culture','The concept of organizational learning culture is derived from organizational learning and learning organization concept, and refers to when an organization recognized learning as absolutely critical for its business success.',10401),(3605,'Organizational Dynamic Capability','Teece et al. (1997) emphasized that ﬁrm dynamic capabilities reﬂect how organizations ﬁrst develop ﬁrm-speciﬁc capabilities and competencies in a changing business environment. These capabilities and competences are highly related to the ﬁrm’s business process, market position and expansion path. Managerial and organizational processes refer to ﬁrm methods for decision completion.',10401),(3606,'Organizational Performance','The organizational performance construct includes the change in the company (1) competitive advantage, (2) market share, (3)proﬁt, (4)cost, (5)sales revenue, and (6) customer satisfaction, to their largest competitor.',10401),(3607,'Perceived benefits','Technological Perspective; first-order variables',10662),(3608,'External pressure','Inter-Organizational Perspective; first-order variables',10662),(3609,'Social influences','Inter-Organizational Perspective; first-order variables',10662),(3610,'Sensitivity to cost factors','Organizational Perspective; first-order variables',10662),(3611,'Management Readiness','Organizational Perspective, comprises of two aspects: Strategic importance of IT and Management profile (recoded).  These two aspects were analyzed as second-order variables in our study.',10662),(3612,'Adoption decision','',10662),(3613,'CIO strategic leadership','The degree to which the CIO is effective strategic leader within the organization.',10663),(3614,'TMT’s attitude toward IT','The TMT’s attitude that IT is an essential component of the organization. Source: (CIO interviews)',10663),(3615,'Hospital climate','The degree that the hospital’s organizational climate encourages its executives to be assertive.',10663),(3616,'IT innovation','The degree that the hospital’s IT strategy is to be industry innovator.',10663),(3617,'IT Impact','The extent that IT has contributed to organizational outcomes.',10663),(3618,'Hospital performance','Hospital Performance was defined as the financial performance of the hospital and thereby measured by objective archival data. We use two variables to measure financial performance: return on assets (ROA), return on equity (ROE). Each of these measures has been widely used to assess hospital performance.',10663),(3619,'Control: Prior Hospital Performance','IT Impact individually and collectively with Prior Hospital Performance, respectively, explains 10.6% and 58.6% of the variance in Hospital Performance.',10663),(3620,'Business Strategy','Prospector, Analyzer, Defender, Reactor',10664),(3621,'Technological Deployment','Impact, Style, Architecture, Scanning, Source, Evaluation',10664),(3622,'Organizational Performance','Growth, Profitability',10664),(3623,'Base Innovations','Base innovations are changes in IT platforms (i.e. technical core of software firms used to develop applications and to support their development). Platforms are defined as general purpose core technologies that enable different families of IS services or development processes (Fichman, 2004b).',10252),(3624,'Process Innovations','The second innovation type involves changes in processes that deliver software denoted as development processes (Type I in Lyytinen & Rose, 2003a,b). It covers changes in development tools, methods, teams and their structure. Process innovations cover both technological and administrative process innovations.',10252),(3625,'Service Innovations','Encompasses delivering new computing capabilities (i.e. technical and business solutions to clients and users). We refer to them herein as IS services (Type II in Lyytinen & Rose, 2003a,b). Here software organizations innovate around new types or more effective uses of IT as to support their clients’ technical or administrative cores (e.g. business processes) The term service reflects better the new practices of offering application functionality as a service’ such as through service-oriented architecture (Mathiassen & Sørensen, 2008).',10252),(3626,'Organizational Size','',10252),(3627,'Time of Base Innovations','',10252),(3628,'Extent of Service Innovation','',10252),(3629,'Extent of Base Innovation','',10252),(3630,'Expertise Specialty','Expertise specialty refers to the level to which one member’s knowledge is distinct from that of other people',10251),(3631,'Expertise Credibility','Expertise credibility refers to the degree to which one member’s knowledge is correct and can be trusted by other people in the same team.',10251),(3632,'Team Performance','',10251),(3633,'Behavioural Integration','Team behavioural integration refers to ‘the degree to which the group engages in mutual and collective interaction’ (Hambrick, 1994).',10251),(3634,'Joint Decision-Making','The definition of joint decision-making is the degree to which team members jointly make decisions about key issues in system development.',10251),(3635,'Collective Mind','Collaborative behaviour belongs to the social dimension of behavioural integration. It is defined as ‘helping each other’ and ‘making things easier for each other’ (Simsek et al., 2005). In this study, the collective mind concept is adopted to represent collaborative behaviour within the ISD team. Although the term ‘mind’ refers to the cognitive-level concept in general, Weick & Roberts (1993) noted that mind is located in activities such as playing football, driving a motor vehicle and playing chess. They \r\ndefine the collective mind within a group as ‘a pattern of heedful interrelations of actions in a social system’.',10251),(3636,'Expertise Integration','Expertise integration can be defined as ‘the synthesis of individual team members’ information and expertise through social interactions’ (Robert et al., 2008). Researchers relate integration to the process of coordinating special expertise held by individuals or moulding individually held information and know-how into a common stock of knowledge to solve problems and accomplish tasks at the project level (Newell et al., 2000; Tiwana & McLean, 2005; Mitchell & Nicholas, 2006; Yoo et al., 2007).',10251),(3637,'Gender','',10245),(3638,'Age','',10245),(3639,'Income','',10245),(3640,'Education','',10245),(3641,'Extraversion','Extraversion is the tendency to actively engage with the social world and is generally characterised by many activities such as sociability, exuberance, energy and positive emotion.',10245),(3642,'Neuroticism','Neuroticism is the tendency to be emotionally unstable and experience constant negative feelings.',10245),(3643,'Conscientiousness','Conscientiousness is the tendency to actively plan ahead and be goal oriented with a strong sense of purpose.',10245),(3644,'Agreeableness','Agreeableness is the tendency to be cooperative with others and to have a strong need for social harmony.',10245),(3645,'Openness to experience','Openness to experience is the tendency to actively seek new and unconventional ideas with a high degree of intellectual curiosity.',10245),(3646,'PIIT','PIIT refers to the willingness of an individual to try out a new IT (Agarwal & Prasad, 1998; Thatcher & Perrewe, 2002).',10245),(3647,'e-Government portal use','',10245),(3648,'Service Leadership','The extent to which IT managers take actions to guide the delivery of quality service.',10665),(3649,'Service Vision','The extent to which meeting client needs, demonstrating flexibility, and establishing communication are\r\nemphasized.',10665),(3650,'Service Evaluation','Client Feedback: The extent to which feedback from clients regarding service quality is solicited and addressed.\r\nClient Communication: The extent to which there exists an emphasis on open and frequent communication with clients regarding task-related issues.',10665),(3651,'IITC first-order reflective secondorder formative','Affiliation needs satisfied through IT usage\r\nAccomplishment needs satisfied through IT usage\r\nExtrinsic motivation with identified regulation to use IT\r\nIntrinsic motivation to know IT\r\nPower needs satisfied through IT usage\r\nPrimary needs satisfied through IT usage',10666),(3652,'CONITNEE reflective','Context-related IT needs',10666),(3653,'GLOBITNEE reflective','Global IT needs',10666),(3654,'SITITNEE reflective','Task-related IT needs',10666),(3655,'UTILIZATION formative','Type of use\r\nFrequency of use\r\nNumber of functionalities used',10666),(3656,'U reflective','Usefulness',10666),(3657,'EOU reflective','Ease of use',10666),(3658,'Interface Convenience','In this study, interface convenience is defined as the extent to which an individual believes that Android systems provided by manufacturers would provide an easy and efficient means of user-system interaction.',10400),(3659,'Perceived Content','Perceived content can be defined as the user\'s perception of the quality (usefulness) of a smartphone\'s features provided.',10400),(3660,'Perceived Infrastructure','Perceived infrastructure can be defined as the user\'s perception of the efficiency provided by the smartphone hardware.',10400),(3661,'Design Aesthetics','Design aesthetics in this study refers to the balance, emotional appeal, or aesthetic of a smartphone which may be expressed through color, shape, or animation.',10400),(3662,'Attitude toward Using Smartphone','Attitude is seen as an important factor influencing user intention for technology adoption and, in this case, can be defined as the user\'s favorable feeling towards an Android smartphone.',10400),(3663,'Intention to Adopt Android Smartphone','Many Android devices support mobile internet access and are sold with pre-installed online services, such as e-mail, mapping and search clients. Therefore, the intention to adopt Android devices will have a positive impact on the intention to use and pay for mobile internet services.',10400),(3664,'Intention to Pay for Mobile Internet Services','A smartphone\'s functionality may change its user\'s behavior and intention to purchase mobile internet services. The majority of smartphone owners have been found to be willing to pay for applications and content.',10400),(3665,'Price/value for money','The utility derived from mobile internet services due to the reduction of its perceived short-term and long-term costs.',10400),(3666,'Performance/quality value','The utility derived from the perceived quality and expected performance of mobile internet services.',10400),(3667,'Emotional value','The utility derived from the feelings or affective states that are generated by the product/service of mobile internet services.',10400),(3668,'Social value','The utility derived from mobile internet in enhancing social self-conceptualization.',10400),(3669,'Perceived usefulness','Davis et al.(1989) define perceived usefulness (PU) as the \"subjective probability that using technology will increase the individual\'s performance\".',10398),(3670,'Perceived Ease of use','Ease of use refers to the degree of user\'s willingness to use the system where they do not make any effort.',10398),(3671,'Need for interaction','The need for interaction is necessary to create and retain personal contact during the time individual uses personal services.',10398),(3672,'Perceived risk','The theory of perceived risk has been proposed since 1960 to define customer behavior and factors affecting their decision-making.',10398),(3673,'Perceived cost','One barrier of adoption of new technologies is usually the cost of acquiring and using it.',10398),(3674,'Compatibility with lifestyle and needs','Compatibility is one of the oldest and most important factors in determining the attitude of the customers toward electronic banking services and their use.',10398),(3675,'Trust','Many studies in the area of distribution channel connections define trust as the belief of a company in the honesty of its business partner and other factors relevant to this concept.',10398),(3676,'Credibility','Credibility is defined as the trust ability of a system and its capacity in transferring and doing transactions. Wang et al.(2003) define credibility as \"the extent to which a person believes that the use of M-banking will have no security or privacy threats\".',10398),(3677,'Intention to use M-banking','',10398),(3678,'Relative advantage','As relative advantage refers to \"the degree to which an innovation is perceived to better than the idea it supersedes\" evidence suggests that when users perceive that a new technology has distinct advantages over the old technology, the likelihood of users adopting the technology increases.',10392),(3679,'Compatibility','Rogers(1995) generally defined \"compatibility\" as how an innovation is assumed to be consistent with sociocultural values and beliefs, experiences, as well as the needs of potential adopters.',10392),(3680,'Complexity','Rogers(1995) generally defined \"compatibility\" as how an innovation is assumed to be consistent with sociocultural values and beliefs, experiences, as well as the needs of potential adopters.',10392),(3681,'Trialability','Trialability refer to the high likelihood of individuals to adopt an innovation when they can first evaluate it.',10392),(3682,'Observability','Moore and Benbasat (1991) simplified the original construct by dividing observability into two constructs: visibility and result demonstrability.',10392),(3683,'Brand Awareness','An increasing perceived brand awareness and brand image, improves consumer attitudes towards using mobile MBSs.',10392),(3684,'Brand Image','An increasing perceived brand awareness and brand image, improves consumer attitudes towards using mobile MBSs.',10392),(3685,'Attitude','An increasing perceived brand awareness and brand image, improves consumer attitudes towards using mobile MBSs.',10392),(3686,'Intention to Use','',10392),(3687,'Perceived risk','Perceived risk is generally defined as a perception about implicit risk in using the open internet infrastructure to exchange private information, and it is often operationalized as a multi-dimensional construct.',10392),(3688,'Financial Risk','The major perceived financial risk is likely to relate to the potential loss because of deficiencies in the operating system or misappropriation of funds through illegal external access.',10392),(3689,'Performance Risk','The major perceived performance risk is that there are several factors that might be perceived as adversely affecting the performance of the MBS.',10392),(3690,'Time Risk','Time risk: Consumers may have to devote additional time to learning, or using a product or service.',10392),(3691,'Psychological Risk','The major perceived psychological risk is that the consumer\'s self-perception may be adversely affected by the adoption of MBSs.',10392),(3692,'Privacy Risk','As is well known, privacy may the most serious disadvantage of MBSs with concerns over external intrusion resulting in the scrutiny of personal financial details and even the removal of money from accounts.',10392),(3693,'Usability','Usability is defined as the extent to which a technology can ensure a positive user experience and, in turn, satisfy both their sensory and functional needs (Venkatesh et al., 2003).',10433),(3694,'Personalization','Personalization refers to a vendor providing individual customers with tailored products/services based on an understanding of their interests and preferences (Mulvenna et al., 2000). In other words, personalization is to provide customers with a tailored product/service without receiving explicit instructions from them (Nunes and Kambil, 2001). Consequently, in this study personalization is defined as the use of mobile technologies with reference to the user, context, and content information, to provide personalized products/services in order to meet the specific needs of a particular customer (Ko et al., 2009).',10433),(3695,'Identifiability','Identifiability refers to the ability to recognize the identity of a user through a mobile device. Since a mobile device, particularly a cell phone, is registered by one unique subscriber and is normally carried by that person, it becomes possible to identify a particular user, perform individual-based marketing, and deliver personalized services (Mahatanankoon et al., 2005; Prykop and Heitmann, 2006).',10433),(3696,'Perceived Enjoyment','Perceived enjoyment refers to the extent to which the activity of using a technology is perceived to be enjoyable in its own right, regardless of any performance consequences resulting from its use (Ko et al., 2009; Venkatesh, 2000).',10433),(3697,'Brand Loyalty','A deeply held long-term commitment to consistently repurchase or repatronize a product/service of the same brand, free from the effects of situational factors and marketing efforts that have the potential to result in switching behaviors.',10433),(3698,'Perceived Quality','A consumer’s evaluation of a recent consumption experience regarding a product’s overall excellence.',10433),(3699,'Brand Awareness','The strength of the trace of a brand in consumer memory, as reflected by the consumers’ ability to identify the brand under different conditions.',10433),(3700,'Brand Associations','Anything, including attributes of a product/service, reputation of a company, and characteristics of product/service users, which linked in consumer memory to a brand.',10433),(3701,'Purchase Intention','Purchase intention refers to the tendency of consumers with regard to purchasing products/services at the same shop and the sharing of their use experiences with others (Zeithaml et al., 1996).',10433),(3702,'Innovativeness','Personal innovativeness is explained as the inclination of an individual to try out any new information systems (Chang, Cheung, & Lai, 2005).',10407),(3703,'Mobile-Payment Knowledge','Mobile payment or m-payment is defined as any payment in which a mobile device is utilized to initiate, authorize, and confirm a commercial transaction (Au & Kauffman, 2008). \r\n\r\nMobile users with a high level of mobile-payment knowledge are likely to find the m-payment systems to be easier to use than mobile users lacking such knowledge.',10407),(3704,'Mobility','The ability to access services ubiquitously, on the move, and via wireless networks and a variety of mobile devices, including PDAs and mobile phones (Au & Kauffman, 2008; Clarke, 2001; Coursaris & Hassanein, 2002; Mallat, 2007; Nohria & Leestma, 2001).',10407),(3705,'Reachability','Reachability of the mobile devices makes it possible for people to be contacted anytime and anywhere, and provides users with the choice to limit their reachability to particular people or times (Au & Kauffman, 2008; Ng-Kruelle, Swatman, Rebme, & Hampe, 2002; Ondrus & Pigneur, 2006).',10407),(3706,'Compatibility','Mobile services’ compatibility with user needs and lifestyles, and the possibility of trying out a new service.',10407),(3707,'Convenience','Convenience is nothing but a combination of time and place utilities, which are clearly principal characteristics of mobile-payment.',10407),(3708,'Perceived Usefulness','Perceived usefulness is defined as the degree to which a person perceives that adopting the system will boost his/her job performance.',10407),(3709,'Perceived Ease of Use','Perceived ease of use is defined as the degree to which a person believes that adopting the system will be free of effort.',10407),(3710,'Intention to Use Mobile Payment','According to the technology acceptance model, adoption behavior is determined by the intention to utilize a particular system, which is, in turn, determined by the perceived usefulness and the perceived ease of use of the system.\r\n\r\nMobile payment or m-payment is defined as any payment in which a mobile device is utilized to initiate, authorize, and confirm a commercial transaction (Au & Kauffman, 2008).',10407),(3711,'Control','Control indicates a balance between skills and challenges.',10406),(3712,'Curiosity & Intrinsic Interest','Intrinsic motivation (Curiosity & Intrinsic Interest) leads to the performance of an activity that has little or no apparent reward beyond the activity itself.',10406),(3713,'Social Norms','Social norms is defined as “the rules that a group uses for appropriate and inappropriate values, beliefs, attitudes and behaviors.” These rules may be explicit or implicit. While failure to comply to the rules can result in severe punishments such as isolation from the group, compliance to the rules results in rewards such as acceptance and popularity within a particular group.',10406),(3714,'Perceived Critical Mass','Item Measures of Perceived Critical Mass:\r\n\r\n- Most people in my class/office use Mobile Entertainment Service (MES) frequently.\r\n- I have seen what others do by using an MES.\r\n- MES is very visible in my peer group.',10406),(3715,'Preferred Lifestyle','Item Measures of Preferred Lifestyle:\r\n\r\n- Using Mobile Entertainment Service (MES) is compatible with all aspects of my life.\r\n- I think that using MES fits well with the way I like to spend time.\r\n- Using the MES goes with what I believe mobile devices should be used for.',10406),(3716,'Economic Value','Item Measures of Economical Value:\r\n\r\n- The price of Mobile Entertainment Service (MES) is compatible with the service provided.\r\n- I am less cost-conscious about the innovative services including MES.',10406),(3717,'Intention to Adopt Mobile Entertainment Service','Fishbein and Ajzen showed in their research that behavior is best predicted by an individual’s attitude toward the behavior rather than the attitude towards objects involved in the behavior [17]. Therefore, in this study, we will focus on the attitude toward the behavioral intention to adopt the mobile entertainment service, rather than the attitude towards the mobile entertainment service (MES) itself. There is considerable evidence that intention to perform a behavior predicts the actual behavior [17]. As examined through TRA (Theory of Reasoned Action), we also assumed that the intention to adopt the innovative service is directly connected to the actual use of system.',10406),(3718,'Trial','Trial is a source of information, which represents direct experience of an object.',10405),(3719,'Communication','Communication with others who show interest in and/or have experience with mobile-commerce brings indirect experience of m-commerce to potential adopters Communication may take forms as reciprocal as in a live conversation (i.e. word-of-mouth), or as the exchange of written words between individuals through different type of mediums/channels (e.g. newsgroup, electronic bulletin board and install messaging software like Twitter, MSN messenger etc.).',10405),(3720,'Observation','Observation may be the most common source of exposure. It has been identified as a source of learning. Most human behavior is learned observationally through modeling: from observing others. In this way, one forms an idea of how new behaviors are performed, and on later occasions this coded information serves as a guide for action.',10405),(3721,'Exposure to mobile commerce','The level of exposure refers to the degree to which an individual has acquired or exchanged information about the technology and its usage. \r\n\r\nMobile-commerce refers to conducting any transaction, involving the transfer of ownership or rights to use goods and services, which is initiated and/or completed by using mobile access to computer-mediated networks with the help of an electronic device.',10405),(3722,'Attitude Confidence','Attitude confidence refers to the level of certainty of an individual in his/her attitude, reflecting the degree of conviction or certainty with which a belief or attitude is held.',10405),(3723,'Perceived Behavioral Control','',10405),(3724,'Subjective Norms','Subjective norms can be classified into peer influence, family influence and media influence.',10405),(3725,'Intention to adopt mobile commerce','Mobile-commerce refers to conducting any transaction, involving the transfer of ownership or rights to use goods and services, which is initiated and/or completed by using mobile access to computer-mediated networks with the help of an electronic device.',10405),(3726,'Attitude towards mobile commerce','Attitude refers to the individual’s feelings of favorableness or unfavorableness towards performing\r\na behavior (in this case, adopting e-commerce).\r\n\r\nMobile-commerce refers to conducting any transaction, involving the transfer of ownership or rights to use goods and services, which is initiated and/or completed by using mobile access to computer-mediated networks with the help of an electronic device.',10405),(3727,'Procedural Justice','Procedural justice relates to the perceived fairness of processes or procedures used to achieve the outcome (Colquitt, 2001).',10243),(3728,'Interpersonal Justice','Interpersonal justice focuses on the conduct of those who enforce the procedures, such as whether they are respectful and polite to those affected by the procedures (Wenzel, 2005).',10243),(3729,'Informational Justice','Informational justice emphasizes the principle that authorities should share sufficient information on the process and outcome with those affected by their decisions (Sindhav et al., 2006).',10243),(3730,'Distributive Justice','Distributive justice focuses on the fairness of outcomes. It has been operationalized in many different ways in prior literature (see Sindhav et al., 2006).',10243),(3731,'Sanction Certainty','In this study, perceived sanction certainty is employees’ perception of the probability that they will be caught if they use the internet access provided by the organization for personal purposes.',10243),(3732,'Sanction Severity','Sanction severity stands for the magnitude of the cost to potential offenders if they are caught performing deviant behaviours and, therefore, is expected to reduce the appeal of deviant behaviours.',10243),(3733,'Personal Ethics','Personal ethics, also called personal norms, refer to employees’ normative beliefs about the appropriateness of behaviour (Wenzel, 2004). In the context of our study, personal ethics reflect employees’ moral values and their value judgments about whether it is right or wrong to abuse internet access in the workplace',10243),(3734,'IUP compliance intention','',10243),(3735,'Email Risk Perception','In the current study, threat appraisal is reflected in email risk perception. Email risk perception\r\nis defined as an individual’s assessment of the risks inherent in email processing activities.',10241),(3736,'Email Screening Self Efficacy','Email screening self-efficacy assesses one’s own ability to mitigate email threats without the aid of technical instruments.',10241),(3737,'eAuth_Attitude','Attitude towards email authentication service.',10241),(3738,'eAuth_Usefulness','Response efficacy/effectiveness',10241),(3739,'eAuth_ Ease of Use','Usability',10241),(3740,'eAuth_Responsiveness','Usability',10241),(3741,'Privacy Concern','',10241),(3742,'eAuth Privacy Notification Practices','',10241),(3743,'eAuth_AdoptionIntention','In the context of email security, we view the adoption intention of eAuth as a coping\r\nmotivation.',10241),(3744,'Information needs \"on the move\"','Information needs “on the move” was measured formatively by asking for the frequency of occurrence of everyday situations per month in which three particular types of information would be useful:\r\n- Directions\r\n- Geoinformation (weather, etc.)\r\n- Locations of other people',10404),(3745,'Social influence','(= respondents’ social contacts)\r\n\"Social influence\" focuses on the evaluation of new services by a person’s close social contacts. It was captured reflectively by two questions:\r\n- The media often report positively on location-based services (LBS).\r\n- The use of LBS is perceived as a positive sign of progress among my friends and acquaintances.',10404),(3746,'Trust in mobile network operators','A respondent’s trust in one’s current MNO (= \"Trust in mobile network operator\" ) was covered reflectively by four indicators:\r\n- My MNO is honest\r\n- My MNO exploits its customers. (reverse coding)\r\n- My MNO behaves unforeseeable. (reverse coding)\r\n- My MNO is trustworthy.',10404),(3747,'Past use of mobile data services','Past use of mobile data services within the last 12 months was gauged formatively through four indicators addressing the use frequency of various partially mobile network-based services:\r\n(Within the past 12 months, how often did you use . . . )\r\n- ...mobile data services\r\n- ... a UMTS mobile phone/data card\r\n- ...GPS car navigation\r\n- ...GPS navigation (off-car)',10404),(3748,'Data privacy risks','Data privacy risks were captured reflectively by four items:\r\n(In my opinion . . . ):\r\n- ...I have to reveal too much personal data in order to make proper use of location-based services (LBS).\r\n- ... it is very easy for third parties to obtain unauthorized access to my personal data, if I use LBS.\r\n- ...there is a threat that mobile data service providers abuse my data for advertisement.\r\n- ... the use of LBS is associated with a higher risk of fraud than other mobile data services (e.g. WAP).',10404),(3749,'Risk of excessive invoicing amounts','The risk of excessive invoicing amounts related to location-based services (LBS) usage was measured by two reflective indicators:\r\n(In my opinion. . . )\r\n- ...there is a risk that LBS use may increase my mobile services bill to a level higher than acceptable for me.\r\n- ...use of LBS comes along with costs, which are hard to foresee.',10404),(3750,'Willingness to use location-based services','Context-aware or location-based services (LBS) are a mobile services category to which many attribute substantial revenue growth prospects. LBS use the current geospatial position of a mobile device in order to provide location-specific information, transaction opportunities, and communication options.',10404),(3751,'Perceived usefulness','Perceived usefulness refers to the degree to which a person believes that using a particular system will enhance his or her job performance. The current study highlights the aspect ‘‘capable of being used advantageously”.',10430),(3752,'Perceived ease of use','Perceived ease of use refers to the degree to which a person believes that using a particular system will be free of effort.',10430),(3753,'Attitude','Attitude toward a behavior is defined as an individual’s positive or negative feeling about performing the target behavior. A person’s attitude toward a behavior is determined by his or her salient beliefs and evaluations.',10430),(3754,'Social influence','Social influence is defined as ‘‘the person’s perception that most people who are important to him think he should or should not perform the behavior in question”.',10430),(3755,'Perceived security','Perceived security is defined as the degree to which a customer believes that using a particular mobile payment procedure will be secure. (The feeling of security is largely determined by the users’ feeling of control of the interactive system.)',10430),(3756,'Trust','Trust has been defined as the belief that vendors will perform some activity in accordance with customers’ expectations.',10430),(3757,'Self efficacy','Self-efficacy is defined in this study as an individual’s assessment of his or her ability to perform desirable behaviors in specific situations.',10430),(3758,'Intention','Intention is the cognitive representation of a person’s readiness to perform a given behavior, and it is considered to be the immediate antecedent of behavior.',10430),(3759,'Use behavior','',10430),(3760,'ISP Capabilities','ISP capabilities refer to the ability of an ISP to leverage its resources to provide an accurate, timely, and reliable IS to users.',10303),(3761,'User participation','User participation refers to the IS project objective-related behavior and activities of users or their representatives, and the extent to which users and their representatives engage in assignments, activities and behaviors during the IS implementation process.',10303),(3762,'Socialization','Socialization is defined as a set of objectives, goals and values that have been taught and shared between the user and the ISP for the purpose of fulling the psychological contract concerning the IS implementation.',10303),(3763,'Implicitness of promise','Implicitness of promise is defined as the degree to which the ISP communicates its obligations to users using fuzzy and ambiguous statements.',10303),(3764,'Communication','Communication here refers to the degree to which the ISP and users have a shared language for understanding their mutual obligations in an IS project.',10303),(3765,'Change','The degree to which the uncertainty inherent in a given IS project may impact its users\' current status.',10303),(3766,'History of breach','History of breach refers to a user\'s past PCB experiences with the ISP.',10303),(3767,'Alternative','In this study, the term alternatives refers to the user\'s options for working without the intended IS.',10303),(3768,'Causal attribution','In this study, causal attribution refers to a user\'s blaming of the ISP for unfulfilled promises.',10303),(3769,'Perceived fairness','Perceived fairness refers to the user\'s assessment of the evenhandedness of the interactional and procedural treatment the user has received from the ISP during the IS project implementation.',10303),(3770,'Tenure','In this study, we measured users\' tenure by years of service.',10303),(3771,'System type','Different types of ISs tend to be associated with different functions and classes of users, and, thus, may be resisted for different reasons. This study examines the effect of IS types, including transaction processing systems, management information systems, and strategy planning systems.',10303),(3772,'Project duration','A longer IS project duration typically implies greater coordination costs and more complexity, which results in difficulties in communication and interactions with stakeholders. Therefore, a longer IS project duration is likely to be associated with higher levels of user resistance.',10303),(3773,'User resistance','The opposition to perceived change related to a new IS implementation by the users who were expected to operate it.',10303),(3774,'Feeling of violation','A user’s experience of the feelings of betrayal and deeper psychological distress.',10303),(3775,'User perceived PCB','A user’s perceptions of the extent to which the ISP failed to fulfill one or more obligations under the psychological contract in relation to an IS implementation.',10303),(3776,'Decision Guidance','Automated decision guidance is the enrichment of decision models with cues that direct decision makers toward successful structuring and execution of model components.',10657),(3777,'Model Understanding','Model understanding was measured as a multiple choice test and included questions related to the Multicriteria Decision Making inputs, computation, and outputs.',10657),(3778,'Consensus','Group consensus was measured as the degree of agreement among n group members on a set of i alternatives by identifying the degree of overlap in preference matrices for all possible pairs of alternatives a(i) a(j) for all members of the group.',10657),(3779,'Decision Quality','',10657),(3780,'Decision Confidence','Decision Confidence indicates how committed group members were to their group’s decision and their beliefs about its appropriateness given the problem at hand.',10657),(3781,'Decision Scheme Satisfaction','',10657),(3782,'Depth of Evaluation','Perceived depth of evaluation was the degree to which group members felt they critically assessed the alternatives and considered all the viewpoints in the group before making their final decision.',10657),(3783,'Post-meeting Understanding','Post-meeting understanding was measured as the extent to which group members understood others’ viewpoints at the end of the meeting.',10657),(3784,'Comfort','Comfort indicates the degree to which group members enjoyed using the Multicriteria Decision Making GDSS (Group Decision Support System).',10657),(3785,'Challenge','Challenge indicates the sense of achievement resulting from the use of the Multicriteria Decision Making GDSS (Group Decision Support System).',10657),(3786,'Respect','Respect referres to the group appreciation of the system and the value they place on the support provided by the Multicriteria Decision Making GDSS (Group Decision Support System).',10657),(3787,'Time','Decision time was measured as the number of minutes between the time when the group began the task and the time they announced they had reached a group decision.',10657),(3788,'Product offerings','The total set of items offered by a retailer, reflecting both the breadth and depth of the offered products (Simonson, 1999).',10240),(3789,'Product information','The quality of information about a product carried by a retailer (Yang et al., 2005).',10240),(3790,'Monetary savings','Spending less and saving money (Mimouni-Chaabane & Volle, 2010).',10240),(3791,'Convenience','The time and effort saved by shopping online and the less restricted store hours or locations (Childers et al., 2001).',10240),(3792,'Adventure','Shopping for stimulation, adventure, and the feeling of being in another world.',10240),(3793,'Social','The enjoyment of shopping with friends and family, socialising while shopping and bonding with others while shopping',10240),(3794,'Gratification','Shopping for stress relief, shopping to alleviate a negative mood and shopping as a special treat for oneself.',10240),(3795,'Idea','Shopping to keep up with the trends and new fashions and to see new products and innovations.',10240),(3796,'Role','The enjoyment that shoppers derive from shopping for others, the influence that this activity has on the shoppers’ feelings and moods and the excitement and intrinsic joy felt by shoppers when finding the perfect gift for others',10240),(3797,'Best Deal','Shopping for sale items, looking for discounts and hunting for bargains.',10240),(3798,'Perceived risk','This study focuses on four dimensions of perceived risk, including financial loss, product performance, privacy and product delivery. Buyers perceive risk when they face uncertainty and potentially undesirable consequences as a result of a purchase made (Taylor, 1974).',10240),(3799,'Utilitarian Value','Utilitarian value is proposed as a formative second-order construct formed by product offerings, product information, monetary savings and convenience.',10240),(3800,'Hedonic Value','Hedonic value reflects the value received from the multisensory, fantastic and emotive aspects of the shopping experience (Hirschman & Holbrook, 1982).',10240),(3801,'Repeat Purchase Intention','Repeat purchase intention refers to the subjective probability that a customer will continue to purchase a product from the same online seller.',10240),(3802,'Past Transactions','The number of past transactions that a buyer has made at the online store as past transactions have an impact on transaction intentions (Pavlou et al., 2007).',10240),(3803,'Gender','',10240),(3804,'Age','',10240),(3805,'Internet Experience','',10240),(3806,'Sunk Cost','Non-recoverable time and effort already spent on the current SNS.',10239),(3807,'Setup Cost','SNS users need to spend additional time and effort when signing up new SNS accounts and building a new profile.',10239),(3808,'Continuity Cost','SNS users need to exert considerable effort in order to stay on the current SNS.',10239),(3809,'Switching Cost','Switching cost refers to the cost associated with changing service providers (Dick & Basu, 1994). Switching costs include economic, psychological, physical, and emotional sacrifices that may occur before, during, and after service conversion (Kim et al., 2006).',10239),(3810,'Regret','A negative emotion that SNS users experience when an alternative SNS turns out to be, or is imagined to be, a better choice than the current alternative',10239),(3811,'Dissatisfaction','SNS users’ affect with (feelings about) current SNS use.',10239),(3812,'Alternative Attractiveness','An alternative SNS is perceived as being better.',10239),(3813,'Switching Intentions','SNS users’ intention to switching to an alternative SNS.',10239),(3814,'Technology Self-Efficacy','',10238),(3815,'Technostress Inhibitors','',10238),(3816,'Technostress Creators','Reasons why individuals experience technostress, and showed that technostress manifests its effects in the form of increased role overload, role conflict, exhaustion and burnout and decreased job satisfaction (e.g. Tarafdar et al., 2007; RaguNathan et al., 2008; Ayyagari et al., 2011),',10238),(3817,'Sales Performance','Sales performance indicates an overall outcome of the sales role and is often measured as performance against sales quota (Chonko et al., 2000; Ahearne et al., 2004; Sojka & DeeterSchmelz, 2008).',10238),(3818,'Technology Competence','',10238),(3819,'Technology Enabled Innovation','',10238),(3820,'Technology Enabled Performance','',10238),(3821,'Technostress Creators','',10237),(3822,'Conscientiousness','',10237),(3823,'Extraversion','',10237),(3824,'Openness','',10237),(3825,'Neuroticism','',10237),(3826,'Agreeableness','',10237),(3827,'Job Burnout','Job burnout is a prolonged response to stressors on the job; comprises threedimensions: exhaustion, cynicism and inefficacy (Maslach et al., 2001).',10237),(3828,'Job Engagement','Job engagement is defined as a positive, fulfilling work-related state of mind, which is characterised by vigour, dedication and absorption (Schaufeli et al., 2002).',10237),(3829,'Complexity','Reflects a negative perception that the SNS is difficult to handle.',10235),(3830,'Uncertainty','Reflects a negative perception that the SNS is constantly being changed and updated.',10235),(3831,'Invasion','Reflects a negative perception that the SNS has an overly central role in and has invaded daily life.',10235),(3832,'Pattern','Reflects a negative perception that SNS users have to adapt their behavioural patterns to the pattern of using the SNS.',10235),(3833,'Disclosure','Reflects a negative perception that too much information is disclosed on an SNS by oneself and one’s virtual friends.',10235),(3834,'Social overload','Reflects a negative perception of SNS usage when users receive too many social support requests and feel they are giving too much social support to other individuals in their virtual social network.',10235),(3835,'Transition costs','Include the time and effort required to adapt to a new situation.',10235),(3836,'Sunk costs','Reflect an individual’s reluctance to ‘cut their losses’ and a tendency to justify previous commitments to a course of action by making subsequent commitments.',10235),(3837,'Replacement overload','Reflects a negative perception when an individual has to use too many different (non-)technological alternatives to replace the functionalities of a certain technology.',10235),(3838,'SNS-exhaustion','Reflects an individual’s psychological reaction to stressors caused by using the SNS.',10235),(3839,'Switching-exhaustion','Reflects an individual’s psychological reaction to switching-induced stressors.',10235),(3840,'Discontinuous usage intention','Reflects an individual’s intention to stop using an SNS.',10235),(3841,'Discontinuous usage behaviour','Reflects that an individual has changed his/her behaviour by not longer using an SNS.',10235),(3842,'Resprocessability','Reprocessability is the extent to whcih a message may be reexamined by the receiver. Individuals may hear, read, or see the message again when a message offers high capabilities for reprocessability.',10302),(3843,'Transmission Velocity','Transmission velocity refers to the rate at which a message can be sent and processed and has been closely associated with feedback immediacy.',10302),(3844,'Symbol Sets','Symbol sets represent the variety of ways that information can be encoded in a message.',10302),(3845,'Rehearsability','Rehearsability provides senders with opportunities to fine-tune their messages.',10302),(3846,'Parallelism','Parallelism refers to the number of communications in which participants are simultaneously engaged.',10302),(3847,'Anonymity','Anonymity is defined as the extent to which the capabilities of a communication medium enable individuals to confirm the identity of another social actor.',10302),(3848,'Motivation','Motivation is a critical psychological driver of unethical behaviors, because sufficiently motivated individuals may attempt to gain benefits through dishonest means.',10302),(3849,'Rationalizing','Individuals reconcile their personal ethics with any unethical intentions before enactment. Ethical reasoning occurs before an individual develops intentions to act.',10302),(3850,'Behavioral Intention','Behavioral intentions closely predict actual behaviors in a variety of contexts. More specifically, intention has been identified as an antecedent of action during ethical decision-making.',10302),(3851,'Overpricing','Intentional overpricing displays a willingness to profit from that duplicity.',10302),(3852,'Misrepresentation','Intentional misrepresentation of the condition of goods shows a willingness to deceive others.',10302),(3853,'SNS-stress creators','SNS-stress creators are stress-creating conditions associated with the usage of SNSs.',10235),(3854,'Switching-stress creators','Switching-stress creators are stressors associated with switching from using one technology to others.',10235),(3855,'Restrictiveness of enhanced ISP','',10234),(3856,'External control','(i.e. upward ‘could’ counterfactual). External control is defined as the extent to which the internal decision maker is perceived to have control over negative events.',10234),(3857,'Organisational SETA initiatives','The degree to which an organisation formally provides its employees with an awareness of what threats exist in the work environment, why these threats exist and how they can more securely engage in work activities.',10234),(3858,'Freedom restrictions','(i.e. downward ‘would’ counterfactual). Freedom restrictions occur when an organisation engages in control and oversight over employees’ work practices related to collection, storage, dissemination and use of personal information (Alge et al. 2006; Lowry and Moody 2014).',10234),(3859,'Organisational trust','Organisational trust is defined here as ‘one’s expectations, assumptions, or beliefs about the likelihood that [an organisation’s] future actions will be beneficial, favourable, or at least not detrimental to one’s interests’ (Robinson 1996, p. 576).',10234),(3860,'Reactive computer abuse','',10234),(3861,'Advance notification of changes','',10234),(3862,'Explanation adequacy','(i.e. upward ‘should’ counterfactual for enhanced ISPs)',10234),(3863,'IT Unit\'s Emerging IT Sensing','IT Unit\'s Sensing is defined as \"the extent to which the IT unit of the firm spots potentially relevant EIT and brings them to the attention of business executives within the firm.\"',10301),(3864,'Scanning','The stage of the innovation process in which the organization identifies and chooses which of the emerging (EIT) in the environment could potentially be relevant and useful for product innovations.',10301),(3865,'IT Unit\'s Emerging IT Sense-making','IT Unit\'s Sense-Making is defined as the extent to which the IT unit gives contextual meaning to',10301),(3866,'Matching','The stage of the innovation process in which the organization analyz3s now the embedding of the EIT in products could create new economic opportunities.',10301),(3867,'IT Unit\'s Improvisation support through Knowledge sharing','IT Unit\'s Knowledge Sharing Support is defined as the extent to which the IT Unit builds IT hardware and applications to support electronic information and knowledge sharing across the organization.',10301),(3868,'IT Unit\'s Improvisation support through Technology standardization','IT Unit\'s Technology Standardization helps an organization create and maintain a mature enterprise IT architecture over which a portfolio of products could be developed, supported, serviced, and upgraded.',10301),(3869,'Implementation','The stage of the innovation process in which the organization develops the IT embedded product innovation.',10301),(3870,'IT Unit\'s Learning-on-the-fly support through Digitization','IT Unit\'s Knowledge Sharing Support is defined as the extent to which the IT Unit builds IT hardware and applications to support electronic information and knowledge sharing across the organization.',10301),(3871,'Customer Value','Customer Value is defined as the stage in which the organization assesses customers\' perceptions about the innovation, through their referral, and loyalty behaviors.',10301),(3872,'Organizational Performance','Outcome based indicators that reflect the fulfillment of the organization’s financial objectives: e.g., sales growth, market share, return on investment, and profitability.',10301),(3873,'Organizational climate for creativity','At the Scanning stage, we control the extent to which organizational climate promotes creativity and risk- taking. Promotion of creativity and risk-taking increases the effectiveness of scanning by encouraging employees to follow new trends in emerging technologies, learn, and share ideas.',10301),(3874,'Top management\'s IT Awareness','At the Matching stage, we control for: (1) top management’s IT awareness, and (2) organization’s IT \r\nrisk profile. Top management’s IT awareness increases the effectiveness of the opportunity matching stage by focusing the firm’s attention on strategic implications of emerging IT for the firm’s products, identification of IT gaps vis-à-vis the competitors’ products, and envisioning of potential new product innovations with IT .',10301),(3875,'Organization\'s IT risk profile','Organization’s IT risk profile refers to the risk-taking propensity of the firm with respect to IT: e.g., deploying emerging new IT systems and applications that have not been sufficiently tested yet.',10301),(3876,'IT project management performance','At the Implementation stage, we control for the firm’s IT project management capability. It can potentially increase the effectiveness of the Implementation stage by enabling the firm to complete its EIT projects within time and budget.',10301),(3877,'Digitization of customer-facing processes','At the Customer Value stage, we control for the extent to which the firm digitizes its customer-facing processes such as billing. Digitization of the customer facing processes increases the scalability of the firm’s sales and after sales services.',10301),(3878,'Industry profile','Finally, regarding firm performance, we control for industry profile and size of the firm. By industry profile, we refer to the competitiveness of the industry. Higher industry competiveness can cause firms to rapidly lose their advantages.',10301),(3879,'Firm size','',10301),(3880,'Robot Identification','Robot identification occurs when team members view their robot as an extension of themselves by including the robot as a meaningful part of their self-concept.',10300),(3881,'Team Identification','Team identification is typically defined as the extent to which individuals see their membership in their team as self-defining. It represents the degree to which team members believe they share the same social identity with their team.',10300),(3882,'Team Emotional Attachment toward Robots','Teams with strong emotional attachment to their EPA robots are likely to perform better because of their affective commitment. Affective commitment is viewed as the affective dimension of commitment that is based on an emotional response. Affective commitment can be defined as a feeling of responsibility or obligation based on an emotional connection.',10300),(3883,'Team Performance','',10300),(3884,'Team Viability','Team viability is defined as the extent to which team members want to remain on the team in the future.',10300),(3885,'Negative Attitudes toward Robots','Negative attitudes toward robots (NARS) were measured to capture team members\' general attitudes and feelings about communicating, working, and living with robots in daily life.',10300),(3886,'Knowledge on Relevant Technology','The teams\' general knowledge and expertise regarding technologies relevant to robots through three self-assessment items. The scale consisted of three questions asking participants\' levels of knowledge about computer programming, robotics, and artificial intelligence (AI).',10300),(3887,'Previous Experience of lego Mindstorms','We measured prior experience with LEGO Mindstorms to control for potential influence of team members\' familiarity with LEGO products and Mindstorms systems on perception toward robots and team performance.',10300),(3888,'Predisposing Factor (CSE)','',10561),(3889,'Reinforcing Factor','',10561),(3890,'Enabling Factor (Literacy Skills)','',10561),(3891,'Web-based Learning Resource Use','',10561),(3892,'Predisposing Factor','',10561),(3893,'Reinforcing Factor','',10561),(3894,'Enabling Factor','',10561),(3895,'Diabetes Behaviors','',10561),(3896,'Health','',10561),(3897,'Perceived Personality Similarity','',10560),(3898,'Perceived Decision Process Similarity','',10560),(3899,'Perceived Enjoyment','',10560),(3900,'Perceived Ease of Use','',10560),(3901,'Perceived Usefulness','',10560),(3902,'Perceived Social Presence','',10560),(3903,'Trust','',10560),(3904,'Knowledge','',10560),(3905,'Outcome Match','',10560),(3906,'Modality','',10560),(3907,'Website Quality','',10559),(3908,'Impulsiveness','',10559),(3909,'Urge to Buy Impulsively','',10559),(3910,'SF (SEC)','',10559),(3911,'FC (NAV)','',10559),(3912,'RD (VAP)','',10559),(3913,'IT Management Capabilities','',10558),(3914,'IT Personnal Expertise','',10558),(3915,'IT Infrastructure Flexibility','',10558),(3916,'PDCs','',10558),(3917,'Firm Size','',10558),(3918,'Firm Performance','',10558),(3919,'Industry','',10558),(3920,'Financial Performance','',10558),(3921,'Privacy Concerns (PCON)','',10557),(3922,'Perceived Privacy Risk (Risk)','',10557),(3923,'Perceived Privacy Control (PCTL)','',10557),(3924,'Perceived Effectiveness of Privacy Policy (POLICY)','',10557),(3925,'Perceived Effectiveness of Industry Self-regulation (SREG)','',10557),(3926,'Disposition to Value Privacy (DTVP)','',10557),(3927,'Ownership-user login','',10556),(3928,'Ownership-identity persistence','',10556),(3929,'Easy travel-data searchability','',10556),(3930,'Easy travel-search and retrieval','',10556),(3931,'Multiple perspectives- syndication','',10556),(3932,'Emergence-expert flag','',10556),(3933,'Emergence-notification','',10556),(3934,'Ownership','',10556),(3935,'Easy travel','',10556),(3936,'Multiple perspectives','',10556),(3937,'Emergence','',10556),(3938,'Collaboration know-how','',10556),(3939,'Absorptive capacity','',10556),(3940,'Internet Expertise','',10555),(3941,'Resource Slack','',10555),(3942,'Risk Propensity','',10555),(3943,'Perceived Ease of Use','',10555),(3944,'Perceived Relative Advantage','',10555),(3945,'Perceived Competitive Pressure','',10555),(3946,'Behavioral Intention Toward ODSC','',10555),(3947,'Self-efficacy','Self-efficacy refers to a person’s belief in his or her own competency and capability (Bandura, 1977a) and has often been linked with personal productivity (Bandura, 1977a; Marakas et al., 2007).',10233),(3948,'Trusting beliefs','',10233),(3949,'Disposition to trust','‘Disposition to trust’ refers to a consumer’s predisposition toward trusting others in general, and this predisposition can also influence their willingness to trust the structural assurances upon which institution-based trust is based (McKnight et al., 2002).',10233),(3950,'BBB clicked','The resulting measure of coping efforts is a formative construct consisting of the degree to which participants ‘recalled assurances correctly’ as well as whether or not the BBB seal was clicked (labelled ‘BBB clicked’).',10233),(3951,'Structural assurances','‘Structural assurances’ are mechanisms designed to convince the consumer of the trustworthiness of the transaction environment (Pavlou, 2002; Pavlou & Gefen, 2004).',10233),(3952,'Recalled assurances correctly','',10233),(3953,'Age','',10233),(3954,'Mobile purchases','',10233),(3955,'Smartphone user','',10233),(3956,'Prior misuse','',10233),(3957,'App context','',10233),(3958,'MCSE','Mobile-computing self-efficacy. The conceptual roots of MCSE can be extrapolated from computer self-efficacy (CSE), which refers to a person’s judgement of his or her ability to use a computer to accomplish a diverse range of computing tasks (Marakas et al., 1998; Compeau & Higgins, 1995b).',10233),(3959,'Perceived risk','',10233),(3960,'Perceived benefit','',10233),(3961,'Disclosure','',10233),(3962,'Privacy concern','Privacy concern refers to the consumers’ beliefs about the safety of mobile apps and information disclosure in general. These feelings are not related to a specific mobile app.',10233),(3963,'Privacy settings','',10233),(3964,'Gender','',10233),(3965,'Ethnicity','',10233),(3966,'General Privacy Concerns','An ‘individual’s general tendency to worry about information privacy’ (Li et al., 2011, p. 5).',10232),(3967,'General Institutional Trust','',10232),(3968,'Perceived risks of information disclosure','',10232),(3969,'Perceived benefits of information disclosure','',10232),(3970,'Perceived Privacy','',10232),(3971,'Intention to Disclose','',10232),(3972,'Affect','',10232),(3973,'Information Sensitivity','Perceived information sensitivity has been repeatedly identified as a crucial aspect of information disclosure, shaping beliefs of risk, trust and benefits (Malhotra et al., 2004; Li et al., 2011; Mothersbaugh et al., 2012).',10232),(3974,'Computer Self-Efficacy','perceptions of internal control - In an IT usage context, internal control is conceptualized as computer self-efficacy, an individual difference variable that represents one’s belief about her/his ability to perform a specific task/job using a computer.',10656),(3975,'Perceptions of External Control','facilitating conditions - Perceptions of external control are essentially systemindependent and serve as situational anchors in the formation of perceived ease of use of the new system.',10656),(3976,'Computer Anxiety','emotion -  The emotional aspect of technology usage is expected to be captured via a construct called computer anxiety. Computer anxiety is defined as an individual’s apprehension, or even fear, when she/he is faced with the possibility of using computers.',10656),(3977,'Computer Playfulness','intrinsic motivation - Computer playfulness is an individual difference variable defined as “the degree of cognitive spontaneity in microcomputer interactions”.',10656),(3978,'Perceived Enjoyment','A conceptualization of intrinsic motivation that is system-specific is perceived enjoyment. It is defined as the extent to which the activity of using a specific system is perceived to be enjoyable in it’s own right, aside from any performance consequences resulting from system use.',10656),(3979,'Objective Usability','As user experience with the specific system increases, the knowledge and anxiety related adjustment is expected to be objective usability. Objective usability is a construct that allows for a comparison of systems based on the actual level (rather than perceptions) of effort required to complete specific tasks.',10656),(3980,'Perceived Ease of Use','Perceived ease of use is the extent to which a person believes that using a technology will be free of effort. Perceived ease of use is a construct tied to an individual’s assessment of the effort involved in the process of using the system',10656),(3981,'Perceived Usefulness','Perceived Usefulness is defined as the extent to which a person believes that using a technology will enhance her/his productivity.',10656),(3982,'Behavioral Intention to Use','Questionnaire Items: Behavioral Intention to Use\r\n- Assuming I had access to the system, I intend to use it.\r\n- Given that I had access to the system, I predict that I would use it.',10656),(3983,'Internet Aggression Intention','',10231),(3984,'Moral Beliefs','Moral beliefs are individual judgements of right and wrong about a specific behavior (Bachman et al., 1992).',10231),(3985,'Community Policy','',10231),(3986,'Peer Pressure Against Aggression','',10231),(3987,'Face Saving','Face has been defined as ‘respect, pride, and dignity as a consequence of a person’s social achievement and the practice of it’ (Leung & Chan, 2003). It refers to the image that one maintains in order to gain acceptance and recognition from others. Rooted in Confucianism, face has significant influence on Chinese people’s social acts. Because loss of face is considered an embarrassment, Chinese people care greatly about face and invest considerable effort to maintain it (Huang et al., 2011). In order to save face, Chinese people tend to avoid situations, such as conflicts or disagreements where face might be damaged (Huang et al., 2011).',10231),(3988,'Effectiveness of Community Anti-aggression Policy','',10231),(3989,'Community','',10231),(3990,'Tenure','',10231),(3991,'Post','',10231),(3992,'Reply','',10231),(3993,'Organisational Commitment','',10230),(3994,'Merit Pay','Salary increases linked to performance evaluations.',10230),(3995,'Ethnic Minority Status','',10230),(3996,'Psychosocial Mentoring','‘Psychosocial mentoring functions include social acceptance, role modelling, counselling, and friendship…’ (Riemenschneider et al., 2006a, p. 434). According to Dreher & Ash (1990), this type of mentoring involves serving as a role model, friend and counsellor, and providing positive regard and acceptance.',10230),(3997,'Career Mentoring','Career mentoring involves coaching, sponsorship and protection on behalf of the protégé, which allows for the building of contacts, alliances, visibility, opportunities for career advancement and access to challenging assignments through which new skills are learned (Baugh et al., 1996). Mentoring, as a whole, has been found to relieve stress associated.',10230),(3998,'Leader-Member Exchange','LMX is defined as ‘the quality of the relationship between supervisors and subordinates’ (Harris et al., 2005, p. 363).',10230),(3999,'Gender','',10230),(4000,'Organisational Tenure','',10230),(4001,'IT Job Role','',10230),(4002,'Branch Location','Branch location was coded as 1 for participants located at branches in the same geographic region as the corporate headquarters and 2 for branches located outside this region',10230),(4003,'Winner\'s Regret','',10229),(4004,'Trait Impulsiveness','Trait impulsiveness is the tendency to act on a whim, with little or no planning or reflection.',10229),(4005,'Sunk Cost','The sunk cost effect, which has been explained from a prospect theory perspective (Whyte, 1986), occurs when an individual’s decision-making is influenced by prior investments of time, effort or money that are not recoverable.',10229),(4006,'Opening Price','',10229),(4007,'Number of Bids','',10229),(4008,'Maximum Bidding Price','',10229),(4009,'Gender','',10229),(4010,'Vertical Social Motivation','Vertical social motivation refers to the need for forward and backward linkages with existing close connections such as family and close friends.',10299),(4011,'Horizontal Social Motivation','Horizontal social motivation refers to acquiring and/or expanding social networks through new connections with people who have similar interests and objectives.',10299),(4012,'Utilitarian Motivation','Utilitarian Motivation deals with the use of SNS for goal-oriented, mission-critical, rational, and decision-effective user tasks.',10299),(4013,'Hedonic Motivation','Hedonic motivation refers to the use of SNS in the search for happiness, fantasy, awakening, sensuality, and enjoyment.',10299),(4014,'Sharing','Individuals share information to make it available to others. SNS facilitates the distribution of content and enables people to share their ideas, knowledge, and digital content such as photos, music, and video with other SNS users.',10299),(4015,'Collaboration','Collaboration refers to individuals\' working together to achieve certain goals. Collaboration facilitates continuous and collective effort to achieve goals, aims, and objectives among different participants by accelerating learning and building consensus.',10299),(4016,'Personal Performance','',10299),(4017,'Profession/Job Performance','',10299),(4018,'Social Motivation','Many users participate in SNS activities mainly because of social motivation, which mainly comprises two types of motivation: vertical and horizontal social motivation. The former concerns maintaining existing intimate social relationships such as family and friends, and the latter concerns making new social.',10299),(4019,'Participation','',10299),(4020,'Performance','',10299),(4021,'Seeking-Network Closure','In a new IT-system implementation, seeking-network closure is likely to enhance users\' beliefs about maximizing personal benefit and minimizing threats and, hence, allows them to focus on the positive outcome of IT system use. Users\' seeking-network closure reflects their informational benefit from advice-seeking networks.',10298),(4022,'Giving-Network Closure','Users\' giving-network closure represents their influence benefit from advice-giving networks.',10298),(4023,'Cognitive Adaptation','Cognitive adaptation is a key way to cope with new IT system implementations.',10298),(4024,'Affective Adaptation','Affective adaptation is defined as the degree to which users direct attention away and detach themselves from an IT system.',10298),(4025,'Behavioral Adaptation','Behavioral adaptation describes users\' post-adoption behavioral responses after organizations adopt and implement an IT system.',10298),(4026,'Post-Adoption IT Use','',10298),(4027,'Functional complexity','',10007),(4028,'Basis systems','',10007),(4029,'Dependent systems','',10007),(4030,'Accuracy','Accuracy refers to the extent to which the health information is correct or based on evidence.',10297),(4031,'Currency','Currency refers to the extent to which the health information is up to date.',10297),(4032,'Completeness','Completeness refers to the extent to which all necessary information is presented.',10297),(4033,'Transparency','Transparency represents the extent to which critical supporting information is provided such as authors, sources, references, and sponsorships.',10297),(4034,'Accessibility','Accessibility refers to the extent to which one can access or extract health information from the Internet.',10297),(4035,'Delay','Delay refers to the lag between a user request of certain health information and the system\'s response to the request.',10297),(4036,'Navigability','Navigability refers to the system\'s capability of allowing the user to navigate among different webpages and websites.',10297),(4037,'Presentation','Presentation refers to the aesthetic format in which health information is presented.',10297),(4038,'Readability','Readability refers to the extent to which health information is written in plain language that lay people can understand.',10297),(4039,'Information Quality','Information quality refers to the degree to which individuals believe that the health information obtained from the online environment is high quality.',10297),(4040,'System Quality','System quality refers to the capabilities of the Internet mechanisms that support an individual\'s searching, identifying, acquiring, and understanding relevant health information.',10297),(4041,'Physical Disability','The U.S. Census Bureau specifically defines physical disability as an individual who has difficulty in performing physical activities such as walking, climbing stairs, lifting heavy groceries, or getting in and out of bed due to physical impairments or medical conditions.',10297),(4042,'Perceived Benefit','Perceived benefit refers to the extent to which individuals believe that using online health information will benefit them.',10297),(4043,'Perceived Risk','We define perceived risk as the extent to which personal losses or negative consequences result from using online health information.',10297),(4044,'Information Use','',10297),(4045,'Shared Vision','',10554),(4046,'Support for innovation','',10554),(4047,'Participative Safety','',10554),(4048,'Task Orientation','',10554),(4049,'Team Climate','',10554),(4050,'Performance Expectancy','',10554),(4051,'Effort Expectancy','',10554),(4052,'Facilitating Conditions','',10554),(4053,'Subjective Norm','',10554),(4054,'IT Use','',10554),(4055,'Perceived Severity','',10553),(4056,'Perceived Susceptibility','',10553),(4057,'Perceived Threat','',10553),(4058,'Safeguard Effectiveness','',10553),(4059,'Safeguard Cost','',10553),(4060,'Self-Efficacy','',10553),(4061,'Avoidance Motivation','',10553),(4062,'Avoidance Behavior','',10553),(4063,'Development Base','',10552),(4064,'Age','',10552),(4065,'Niche Size','',10552),(4066,'Developer Attraction','',10552),(4067,'User Attraction','',10552),(4068,'Sustainability','',10552),(4069,'Cognitive trust in intermediary','',10551),(4070,'Cognitive trust in buyers','',10551),(4071,'Affective trust in intermediary','',10551),(4072,'Affective trust in buyers','',10551),(4073,'Perceived usefulness of using the marketplace','',10551),(4074,'Perceived enjoyment of using the marketplace','',10551),(4075,'Retention to the marketplace','',10551),(4076,'Computer Playfulness','',10551),(4077,'Personal innovativeness in IT','',10551),(4078,'Computer self-efficacy','',10551),(4079,'Compatibility','',10550),(4080,'Flexibility','',10550),(4081,'Avoidance of Personal Interaction','',10550),(4082,'Trust','',10550),(4083,'Self-efficacy','',10550),(4084,'Convenience','',10550),(4085,'Assistance','',10550),(4086,'Awareness','',10550),(4087,'Performance Expectancy','',10550),(4088,'Effort Expectancy','',10550),(4089,'Facilitating Conditions','',10550),(4090,'Social Influence','',10550),(4091,'Satisfaction','',10550),(4092,'Infrastructure Source Openness','',10549),(4093,'Absorptive Capacity','',10549),(4094,'Community Ties','',10549),(4095,'Extent of Use','',10549),(4096,'Business Value','',10549),(4097,'Ease of Use','',10548),(4098,'System Reliability','',10548),(4099,'Knowledge Tracking Fulfillment','',10548),(4100,'Social Interactivity','',10548),(4101,'Perception of Moderator','',10548),(4102,'Perceived Usability','',10548),(4103,'Perceived Sociability','',10548),(4104,'Knowledge Seeking','',10548),(4105,'Knowledge Contribution','',10548),(4106,'Perceived Uncertainty','Perceived uncertainty represents ambiguity or lack of confidence in the likelihood that an event will occur.',10296),(4107,'Focused Attention on the wait','Focused attention on the wait is also an important indicator of the time estimation process.',10296),(4108,'Perceived Enjoyment','Perceived enjoyment can attract individuals\' attention by directing more resources toward the distracting cues and away from time estimation.',10296),(4109,'Perceived Time Distortion','Perceived time distortion, one\'s inability to register the passage of time can occur.',10296),(4110,'Perceived Waiting Time','Perceived waiting time represent the key constructs and the process for understanding the online waiting phenomenon.',10296),(4111,'Attitude','Attitude is the degree to which a person has a (un)favorable feeling about a behavior, and IS studies have found that it significantly influences behavioral intention (BI). We included attitude as a control variable to better examine the effect of PWT on use intention.',10296),(4112,'UI','',10296),(4113,'Disclosure of Consumer as Ad Creator','',609),(4114,'Perceived Competence of Ad Creator','',609),(4115,'Perceived Similarity with Ad Creator','',609),(4116,'Ad and Brand Evaluations','',609),(4117,'Cognitive Resources','',609),(4118,'Background Information About the Ad Creator','',609),(4119,'Brand Loyalty','',609),(4120,'Age','',10655),(4121,'Sex','',10655),(4122,'Ethics','',10655),(4123,'Club Size','',10655),(4124,'Justice','',10655),(4125,'Experience Spread','',10653),(4126,'Team Skill','',10653),(4127,'Managerial Involvement','Managerial involvement is a social process in which the project manager demonstrates a higher level of influence.',10653),(4128,'Structured Methods','Structured methods refers to a philosophy of software development that emphasizes an adherence to a set of consistent rules or methods throughout a project (Yourdon 1975, 1989).',10653),(4129,'Production Technology','Production technology is defined as “functionality that directly impacts the capacity of an individual(s) to generate planning or design decisions and subsequent artifacts or products” (Henderson and Cooprider 1990, p. 232), thus directly affecting the production processes of the development team.',10653),(4130,'Coordination Technology','Coordination technology is defined as “functionality that enables or supports the interactions of multiple agents in the execution of a planning or design task” (Henderson and Cooprider 1990, p. 233).',10653),(4131,'Relationship Behaviors','',10653),(4132,'Production Behaviors','',10653),(4133,'Visionary Behaviors','',10653),(4134,'Guard Behaviors','',10653),(4135,'Stakeholder-Rated Team Performance','',10653),(4136,'Team-Rated Team Performance','',10653),(4137,'Environment','Face-to-face medium vs. multi-media (electronic and face-to-face media).',10652),(4138,'Breadth of Sharing','Breadth of interpretation, i.e., the number of discussions initiated by group members.',10652),(4139,'Depth of Sharing','Depth of interpretation, i.e., extensiveness of group members’ responses to the initiated discussions.',10652),(4140,'Decision Quality','Expert rating of decision quality.',10652),(4141,'Verbal Breadth','',10652),(4142,'Verbal Depth','',10652),(4143,'Electronic Breadth','',10652),(4144,'Electronich Depth','',10652),(4145,'Asset Specificity','Asset specificity arises when certain business investments are made to support a particular transaction. This makes it difficult for the buyer as well as the supplier to switch.',10651),(4146,'Uncertainty','The “uncertainty” reflects the inability to predict relevant contingencies from two sources—unpredictable changes and information asymmetry resulting from strategic nondisclosure or distortion of informationby the sellers (Williamsonand Masten 1995).',10651),(4147,'Usefulness','The usefulness represents the user’s perception that using a system will increase performance (Davis et al. 1989).',10651),(4148,'Ease of Use','The perceived ease of use refers to the degree to which the prospective user expects the system to be free of effort.',10651),(4149,'Time','Time efficiency is a measure of the transaction time costs.',10651),(4150,'Price Savings','Price savings can be considered as a measure of store efficiency because as managerial costs decrease, savings could be passed on to consumers.',10651),(4151,'Empathy','',10651),(4152,'Reliability','',10651),(4153,'Responsiveness','',10651),(4154,'Assurance','',10651),(4155,'Satisfaction with EC Channel','Satisfactionwas measured as a three-item scale that assessed consumers’ overall satisfaction with the online experience, information content, and their ability to make aneffective purchase.',10651),(4156,'Channel Preference','Preference has been operationalized by capturing intention to repeat use (Bolton et al. 2000, Yim and Kannan 1999) and recommendation to others (Sirohi et al. 1998). We capture the channel preference construct through questions that include intention to continue online purchases and intention to recommend the online channel to others.',10651),(4157,'Gender: Male','A person’s gender, recorded as male or female, naturally forms two moderator levels.',10430),(4158,'Gender: Female','A person’s gender, recorded as male or female, naturally forms two moderator levels.',10430),(4159,'Age: Senior','To identify a moderation level for age, the dataset was divided to form two sets, each representing individuals who belong to a particular generation. An analysis of age distribution demonstrates that two major age groups emerged: Junior and senior groups.',10430),(4160,'Age: Junior','To identify a moderation level for age, the dataset was divided to form two sets, each representing individuals who belong to a particular generation. An analysis of age distribution demonstrates that two major age groups emerged: Junior and senior groups.',10430),(4161,'Income: High','',10430),(4162,'Income: Low','',10430),(4163,'Gender','',10437),(4164,'Age','',10437),(4165,'RA Extraversion','',10546),(4166,'Computer Playfulness','',10546),(4167,'Social Presence','',10546),(4168,'TB-Competence','',10546),(4169,'TB-Benevolence','',10546),(4170,'TB-Integrity','',10546),(4171,'Trusting Beliefs','',10546),(4172,'Overall Login Failure Rate','',10545),(4173,'Ease of Use','',10545),(4174,'Usefulness','',10545),(4175,'Intent to Adopt','',10545),(4176,'EOU1','',10545),(4177,'EOU2','',10545),(4178,'EOU3','',10545),(4179,'USE1','',10545),(4180,'USE2','',10545),(4181,'USE3','',10545),(4182,'USE4','',10545),(4183,'Internet users\' information privacy concerns','We define Internet privacy concerns as individuals\' perceptions of the consequences of sharing information through the Internet.',10295),(4184,'Psychological Ownership','Psychological ownership is defined as a mental state in which individuals perceive that the target of ownership belongs to them.',10295),(4185,'Social Influence','Social influence could be applicable in the SMT context. In situations that involve potentially adopting an emerging technology, consumers often rely on word of mouth to inform their decisions about weither to do so.',10295),(4186,'Trusting beliefs','Trusting beliefs refer to the information about electricity consumption.',10295),(4187,'Risk beliefs','We define risk beliefs as perceptions that the release of personal information to a utility company will expose it to potential data loss or misuse.',10295),(4188,'Meter Invasiveness','We use the term meter invasiveness to refer to the amount of detail that such devices can record and how much control they possess.',10295),(4189,'Program Discount','To encourage consumers to adopt smart meters, some utility companies offer program discounts, such as on monthly bills, as incentives for early adopters. If a consumer perceives that the monetary benefit of adopting smart meters outweighs its perceived costs, the consumer will be more likely to adopt the SMT at home.',10295),(4190,'Behavioral Intention','Behavioral intention is a consistent predictor of actual behavior.',10295),(4191,'Third Party Access','Energy consumers have several additional concerns that are associated with adopting SMT: marketers’ obtaining personal usage information, the government’s surveilling data, and hackers’ infiltrating network security controls.',10295),(4192,'Firmness','The solidity of the system structure in overcoming all expected and unexpected threats.',10650),(4193,'Convenience','The functional convenience construct of Internet business is defined as the provision of convenient functions for customer processing of transaction activities.',10650),(4194,'Delight','The representational delight construct in Internet business refers to interface aspects of the Web site with which the user comes into contact.',10650),(4195,'Customer Satisfaction','',10650),(4196,'Customer Loyalty','',10650),(4197,'Ease of Use','The degree to which a system is “user friendly” (Doll and Torkzadeh 1988, p. 259).',10649),(4198,'Information Quality','The degree to which information produced has the attributes of content, accuracy, and format required by the user.',10649),(4199,'System Dependence','',10649),(4200,'User Satisfaction','The degree of user satisfaction with the system.',10649),(4201,'Perceived Usefulness','The degree to which the user believes that using a particular system has enhanced his or her job performance.',10649),(4202,'Behavioral Intention','',10648),(4203,'Perceived Usefulness','',10648),(4204,'Perceived Ease of Use','',10648),(4205,'Perceived Monetary Value','',10648),(4206,'Perceived Enjoyment','',10648),(4207,'Need for Uniqueness','',10648),(4208,'Perceived Service Availability','',10648),(4209,'Social Influence','',10648),(4210,'Age','',10648),(4211,'Gender','',10648),(4212,'Cost','',10647),(4213,'Attitudes','',10647),(4214,'Behavioral Intentions','',10647),(4215,'Performance','',10647),(4216,'Group Size','',10646),(4217,'Group Dispersion','The physics of dispersion constrain and enable group interactions in ways that epitomize the immediacy gap.',10646),(4218,'Quantity of Ideas','',10646),(4219,'Decision Quality','',10646),(4220,'Quality of Ideas','',10646),(4221,'Cohesiveness','The degree of cohesiveness in a group is the average score of members’ perceptions about the relational ties that exist in the group (Keller 1986) and serves as a good indicator of a team’s social performance (Cartwright and Zander 1968).',10646),(4222,'Completeness','Completeness represents the degree to which the system provides all necessary information.',10645),(4223,'Accuracy','Accuracy represents the user’s perception that the information is correct.',10645),(4224,'Format','Format represents the user’s perception of how well the information is presented.',10645),(4225,'Currency','Currency represents the user’s perception of the degree to which the information is up to date.',10645),(4226,'Information Quality','',10645),(4227,'Reliability','Reliability refers to the dependability of system operation.',10645),(4228,'Flexibility','Flexibility refers to the way the system adapts to changing demands of the user.',10645),(4229,'Integration','Integration refers to the way the system allows data to be integrated from various sources.',10645),(4230,'Accessibility','Accessibility refers to the ease with which information can be accessed or extracted from the system.',10645),(4231,'Timeliness','Timeliness refers to the degree to which the system offers timely responses to requests for information or action.',10645),(4232,'System Quality','',10645),(4233,'Information Satisfaction','',10645),(4234,'System Satisfaction','System satisfaction represents a degree of favorableness with respect to the system and the mechanics of interaction.',10645),(4235,'Usefulness','',10645),(4236,'Ease of Use','',10645),(4237,'Attitude','',10645),(4238,'Intention','',10645),(4239,'Initial Trustworthiness','A member’s initial trustworthiness of the team captures his trusting belief of the work team before it has started to interact.',10644),(4240,'Early Communication Level','Early communication level is the number of messages sent during the first three weeks of the exercise, at the end of which time the teams turned in their Task 1.',10644),(4241,'Early Cohesiveness','',10644),(4242,'Early Trust','',10644),(4243,'Late Communication Level','Late communication level is the number of messages sent during the remaining four weeks of the exercise (i.e., after the midpoint of the life of the team),  at which point teams submitted their business plans.',10644),(4244,'Late Cohesiveness','',10644),(4245,'Late Satisfaction','',10644),(4246,'Subjective Outcome Quality','',10644),(4247,'Task Performance','Task performance is measured by the grade the team received on their business plan, using a standardized grading scheme.',10644),(4248,'Perceived Effectiveness of Feedback Mechanism','Perceived effectiveness of the feedback mechanism is defined as the extent to which a buyer believes that the feedback mechanism in an online marketplace is able to provide accurate and reliable information about the past transaction behavior of the marketplace’s sellers.',10643),(4249,'Perceived Effectiveness of Escrow Services','Perceived effectiveness of escrow services is defined as the extent to which buyers believe that escrows are able to guarantee that their transactions with sellers in a marketplace will be fulfilled in accordance with their expectations.',10643),(4250,'Trust in Intermediary','Trust in the intermediary is defined as the subjective belief with which a buyer believes that the intermediary will institute and enforce fair rules, procedures, and outcomes in its marketplace competently, reliably, and with integrity, and, if necessary, will provide recourse for buyers to deal with seller opportunistic behavior.',10643),(4251,'Trust in the Community of Sellers','Trust in the community of sellers is also the product of general trust propensity.',10643),(4252,'Perceived Risk from the Community of Sellers','We define buyers’ perceived risk from the community of sellers as buyers’ perception that there is some probability of suffering a loss when pursuing transactions among members of the community of sellers in the specific marketplace.',10643),(4253,'Transaction Intentions','Intention to transact is defined in this study as the buyer’s intention to engage in online exchange relationships with the community of sellers.',10643),(4254,'Trust Propensity','Trust propensity is formed through socialization and life experience and is invariant across situations (Gefen 2000, Whitener et al. 1998).',10643),(4255,'Positive Past Experience','Positive past experience reflects the quality of a buyer’s own encounters with particular sellers in a specific marketplace.',10643),(4256,'Sellers\' Performance','Sellers’ performance is easily communicated among buyers and serves as a proxy for the overall reputation of sellers in a marketplace.',10643),(4257,'Objective Transaction Behavior','',10643),(4258,'Self-Reported Transaction Behavior','',10643),(4259,'Perceived Effectiveness of Credit Card Guarantees','The perceived effectiveness of credit card guarantees is defined as the extent to which buyers believe that the available protection from credit card institutions will protect them from opportunistic sellers.',10643),(4260,'Vividness','Vividness is “the representational richness of a mediated environment as defined by its formal features; i.e., the way in which an environment presents information to the senses” (Steuer 1992, p. 81).',10642),(4261,'Interactivity','Interactivity is defined as “the extent to which users can participate in modifying the form or content of a mediated environment in real time” (Steuer 1992, p. 84).',10642),(4262,'Perceived Diagnosticity','In their study of online product experience, Jiang and Benbasat (2005) have used the construct perceived diagnosticity to represent consumers’ perceptions of the ability of a website to convey relevant product information that can assist them in understanding and evaluating the quality and performance of products sold online. In the context of online product evaluation, perceived diagnosticity represents consumers’ cognitive belief that a website facilitates their product understanding (Jiang and Benbasat 2005). Higher perceived diagnosticity means that consumers are more capable of understanding products and can make more informed purchase decisions, thus more effectively accomplishing their shopping goals.',10642),(4263,'Compatibility with in-store shopping','Compatibility defined in this study as the extent to which consumers believe their online shopping experiences are consistent with their existing styles, habits, and past experiences in physical shopping environments, is included in the research model. Jarvenpaa and Todd (1996–1997) have first extended the concept of compatibility to online shopping contexts. They demonstrated that the compatibility of an online shopping experience with consumers’ shopping habits and product evaluation styles in physical in store shopping is a key factor associated with the adoption of e-commerce, particularly when online shopping experiences cannot sufficiently enable consumers to evaluate product quality.',10642),(4264,'Shopping Enjoyment','',10642),(4265,'Attitudes Toward Products','Attitudes toward products refer to consumers’ overall evaluations of products.',10642),(4266,'Attitudes Toward Shopping at a Website','The proposed research model adopts a cognitiveaffective approach to explain the formation of consumers’ attitudes toward shopping at a website, which refer to their overall evaluations of a shopping experience at a particular website.',10642),(4267,'Intentions to Purchase','Intentions to purchase assess the likelihood that customers will complete purchases on particular websites.',10642),(4268,'Intentions to Return','',10642),(4269,'Censorship Attitude','Censorship attitude refers to the more general attitude toward censorship as people\'s attitude towards someone in a position of power\'s limiting their expression.',10294),(4270,'Self-Efficacy','Self-efficacy is defined as the belief that one has the capability to perform a particular behavior.',10294),(4271,'Behavioral-based Intertia','Behavioral-based inertia implies that the use of a system continues simply because it is what the individual user has always done, and therefore without giving it much, if any, thought.',10294),(4272,'Previous Similar Experience','When asked whether they had experienced a system similar to the one described, a few respondents noted that it was similar to one that they had used in the military. The respondents who had experience with this system indicated that they believed that it worked effectively. They also indicated that, if the proposed system were like the military system, they would use it.',10294),(4273,'Trustworthiness',', Individuals’ intentions to use the proposed ecosystem appear to be largely based on three factors of trustworthiness that previous researchers have identified in organizational settings: 1) ability, 2) benevolence, and 3) integrity.',10294),(4274,'Privacy Concerns','Respondents also expressed concerns about their privacy online. While we expected that privacy concern would emerge from the focus groups, the detail about those concerns was telling. Respondents suggested that, although they had concerns about their privacy, they were still somewhat naïve to the privacy ramifications of their Internet behaviors.',10294),(4275,'System Granularity','These differing views on how users could selectively alter when and how they use an identity ecosystem suggest that the ability to control what one uses the identity ecosystem for is an important consideration. Therefore, we refer to this factor as system granularity and expect that the level of granularity that an identity ecosystem provides will influence a person’s intention to use it.',10294),(4276,'System Efficacy','Individuals evidently expected and relied on the systems they used to effectively thwart attacks and enable them to take corrective action should something go amiss. Given this backdrop, any proposed identity ecosystem would need to actually protect its users rather than merely state that it would do so. Thus, system efficacy, or a proposed system’s ability to effectively limit information security threats, is an important consideration for potential adopters of the new system.',10294),(4277,'Perceived Inconvenience','This respondent’s comment indicates that making choices about whether to use an identity ecosystem on a regular basis would cause an inconvenience. Unfortunately, inconvenience would likely lead to lack of system use. As such, we believe that perceptions of inconveniences will reduce the likelihood that one will use an identity ecosystem.',10294),(4278,'Compromise','',10294),(4279,'Education','',10294),(4280,'Gender','',10294),(4281,'Income','',10294),(4282,'Intentions to Use Identity Ecosystem','',10294),(4283,'Formal knowledge transfer','',10258),(4284,'Client embedment','',10258),(4285,'Inappropriate reliance on informal discussions','',10258),(4286,'Knowledge utilization','',10258),(4287,'Offshore engineer understanding of the client','',10258),(4288,'Offshore engineer utilizing knowledge for client benefit','',10258),(4289,'Technical Quality','',10259),(4290,'Perceived Enjoyment','',10259),(4291,'Interaction Quality','',10259),(4292,'Social Image','',10259),(4293,'Attitude','',10259),(4294,'Usage Intention','',10259),(4295,'Perceived network externalities','',10260),(4296,'Perceived enjoyment','',10260),(4297,'Perceived ease of use','',10260),(4298,'Perceived usefulness','',10260),(4299,'Communication effectiveness','',10260),(4300,'Perceived service cost','',10260),(4301,'Actual usage','',10260),(4302,'Age','',10260),(4303,'Concentration (C)','',10263),(4304,'Merging of activity and awareness (M)','',10263),(4305,'Control (CON)','',10263),(4306,'Transformation of time (TT)','',10263),(4307,'Transcendence of self (TS)','',10263),(4308,'Autotelic Experience (AE)','',10263),(4309,'Complexity (COMP)','',10263),(4310,'Balance of Challenge and Skill (CS)','',10263),(4311,'Goal Clarity (GC)','',10263),(4312,'Feedback (FB)','',10263),(4313,'Flow','',10263),(4314,'Trust within the Team','',10266),(4315,'Task Interdependence','',10266),(4316,'Knowledge Sharing with the Team','',10266),(4319,'IT Business Partnerships','',10268),(4320,'External IT Linkages','',10268),(4321,'Business IT Strategic Thinking','',10268),(4322,'IT Business Process Integration','',10268),(4323,'IT Management','',10268),(4324,'IT Infrastructure','',10268),(4325,'Internal Performance of Export-focused Chinese SMEs','',10268),(4326,'Overall IT Capacity','',10268),(4327,'Information Quality','',10269),(4328,'System Quality','',10269),(4329,'Service Quality','',10269),(4330,'Distributive Fairness','',10269),(4331,'Procedural Fairness','',10269),(4332,'Interactional Fairness','',10269),(4333,'Continuance Intention','',10269),(4334,'System Use','',10269),(4335,'Satisfaction','',10269),(4336,'Ease of Use (EOU)','',10270),(4337,'Personal Innovativeness in IT (PIIT)','',10270),(4338,'Perceived Risk of the Service Class (ScPR)','',10270),(4339,'Perceived Artificiality (PA)','',10270),(4340,'Brand-Specific Perceived Risk','',10270),(4341,'Anticipated DTVC Ease of Use','',10277),(4342,'Anticipated DTVC Usefulness','',10277),(4343,'Attitude Toward DTVC System Utility','',10277),(4344,'Attitude Toward DTVC System Satisfaction','',10277),(4345,'Performance Using the DTVC System','',10277),(4346,'Compatibility','',10272),(4347,'Perceived Ease of Use','',10272),(4348,'Perceived Trustworthiness','',10272),(4349,'Intention to Use','',10272),(4351,'Social Integration','',10274),(4352,'Project Performance','',10274),(4353,'System Complexity','',10274),(4354,'Integration-oriented training','',10274),(4355,'Integration-oriented rewards','',10274),(4356,'Contractor Reputation','',10275),(4357,'Asset Specificity','',10275),(4358,'Uncertainty','',10275),(4359,'Post-Contractual Opportunism','',10275),(4360,'Outsourcing Success','',10275),(4361,'Team Performance','',10266),(4362,'Intention to Remain','',10266),(4363,'Team Effectiveness','',10266),(4364,'Imbalance','',10266),(4365,'Isolation','',10266),(4366,'Time zone spread','',10266),(4367,'Team stability','',10266),(4368,'Lack od F2F knowledge','',10266),(4369,'Language diversity','',10266),(4370,'Virtual 1 (distributed =1)','',10266),(4371,'Virtual 2 (hybrid=1)','',10266),(4372,'Enjoyment(Pre-Usage Stage)','',10293),(4373,'Usefulness(Pre-Usage Stage)','',10293),(4374,'Attitude(Pre-Usage Stage)','',10293),(4375,'Disconfirmation(Usage Stage)','',10293),(4376,'Satisfaction(Usage Stage)','',10293),(4377,'Enjoyment(Usage Stage)','',10293),(4378,'Usefulness(Usage Stage)','',10293),(4379,'Attitude(Usage Stage)','',10293),(4380,'Enjoyment(Post Usage Stage)','',10293),(4381,'Disconfirmation(Post Usage Stage)','',10293),(4382,'Satisfation(Post Usage Stage)','',10293),(4383,'Usefulness(Post Usage Stage)','',10293),(4384,'Attitude(Post Usage Stage)','',10293),(4385,'Intention(Post Usage Stage)','',10293),(4386,'Requestor\'s Facial Expression','Facial expressions are specific configurations of the facial muscles’ contracting and relaxing. Consequently, they are a key aspect of social interaction, communication, and information transmission because they contain information that can influence the behavior of others.  Further, facial expressions can frequently provide insight into an individual’s emotional state, which may partly explain the emotional labor mantra of \"service with a smile\", which assumes that service from positive, happy staff/employees leads to happy, satisfied customers.',10292),(4387,'Receiver\'s Emotional Valence','The emotional contagion theory describes the way in which facial expressions can influence behavior, which relates to the flow of emotions from one person to another.',10292),(4388,'Receiver\'s Knowledge Sharing Willingness','Knowledge sharing is a complex and strategic decision that depends several factors, we may expect feelings to influence knowledge sharing in a way consistent with the AIM.',10292),(4389,'Connectedness','By making connections with one another, and keeping them going over time, people are able to work together to achieve things that they either could not achieve by themselves, …People connect through a series of networks and they tend to share common values with other members of these networks; to the extent that these networks constitute a resource, they can be seen as forming a kind of capital….',10291),(4390,'Venue representation','The place in which a scholar’s work is published is a further source of capital for scholars. We refer to the kind of resource that arises from the publishing venues in which a scholar\'s work appears as venue representation.',10291),(4391,'Ideational influence','Scholars have operationalized ideational influence with the Hirsch family of indices for both scholars and journals. The first h-statistic proposed is the “native h-index” or simply “h-index”.',10291),(4392,'Analysts\' Mental Models at Stage 1','The schemata of the target system in terms of purpose, functions, processes, and forms. It has four subdimensions:  goals: purposes, advantages and benefits of the system processes: business processes and flows incorporated in the system tasks: rules, outcomes and reasons for tasks that support business processes and goals in the system, and information: information and data needed to perform tasks and create reports',10290),(4393,'Analysts\' use of the tool at Stage1','',10290),(4394,'Prior domain knowledge at the start of Stage1','Expertise in and understanding of various aspects and key issues of the domain of the target system.',10290),(4395,'Updated domain knowledge Stage1','',10290),(4396,'Self-evaluation of questions','Analysts’ self-evaluation of the interview questions in revealing all aspects of users’ needs and desires.',10290),(4397,'Other-assessed quality of questions','',10290),(4398,'Other-assessed quantity of questions','',10290),(4399,'Analysts\' Mental Models at Stage2','',10290),(4400,'Analysts\' use of the tool at Stage2','',10290),(4401,'Updated domain knowledge at Stage1','',10290),(4402,'Updated domain knowledge Stage2','',10290),(4403,'Self-evaluation of requirements list','Analysts’ self-evaluation of the completeness of requirements list and their confidence in its accuracy, quality, and clarity.',10290),(4404,'Other-assessed quality of requirements list','Judges’ assessment of the quality and number of interview questions and requirements in the list evaluated based on salient dimensions of the target system.',10290),(4405,'Other-assessed quantity of requirements list','',10290),(4406,'Perceived fault responsibility','',10593),(4407,'Assessment: Status ought to be reported','',10593),(4408,'Assessment: Personal responsibility to report','',10593),(4409,'Perceived time urgency','',10593),(4410,'Willingness to report','',10593),(4411,'Overall Life (overall contribution of MDS to QoL)','',10588),(4412,'Cultural (Domain-specific contribution of MDS to QoL)','',10588),(4413,'Leisure (Domain-specific contribution of MDS to QoL)','',10588),(4414,'Work (Domain-specific contribution of MDS to QoL)','',10588),(4415,'Educational (Domain-specific contribution of MDS to QoL)','',10588),(4416,'Health and Safety (Domain-specific contribution of MDS to QoL)','',10588),(4417,'Financial (Domain-specific contribution of MDS to QoL)','',10588),(4418,'Consumer (Domain-specific contribution of MDS to QoL)','',10588),(4419,'Family (Domain-specific contribution of MDS to QoL)','',10588),(4420,'Friend (Domain-specific contribution of MDS to QoL)','',10588),(4421,'Social (Domain-specific contribution of MDS to QoL)','',10588),(4422,'Self (Domain-specific contribution of MDS to QoL)','',10588),(4423,'Mindfulness of Technology Adoption (MTA)','We define mindfulness of technology adoption (MTA) as a psychological state of consciousness in which a person focuses on and is aware of the issues surrounding a technology adoption decision.',10289),(4424,'Perceived Usefulness(Adoption)','PUA refers to the degree to which an individual believes that using a particular technology will enhance their performance.',10289),(4425,'Intention to Use','User\'s intention to use a technology.',10289),(4426,'Task-Technology Fit','Researchers have found that TTF, defined as “the degree to which a technology assists an individual in performing his or her portfolio of tasks”, is essential in explaining system use and task performance at both individual and team levels.',10289),(4427,'Perceived Usefulness (Post-Adoption)','Consistent with the CCM, we conceptualize perceived usefulness as a user belief. We further distinguish perceived usefulness at the adoption stage (PUA) and perceived usefulness at the post-adoption stage (PUP).',10289),(4428,'Positive Experience','We re-specified disconfirmation and satisfaction following the procedure that Wetzels, Odekerken-Schroder, and Oppen (2009) outline as two reflective first-order factors of a new second-order factor, which we temporarily named “positive experience”.',10289),(4429,'Disconfirmation','Disconfirmation refers to “the extent to which subjects’ preusage expectation of technology usage is contravened during actual usage experience”.',10289),(4430,'Satisfaction','Satisfaction relates closely with performance; indeed, researchers have considered it a core part of performance.',10289),(4431,'Intention to Continue','User\'s intention to continue using a technology.',10289),(4432,'Technologyical Novelty Seeking','The degree to which a person compares the technology with existing technologies so that the individual is more aware of its uniqueness.',10289),(4433,'Engagement with the Technology','The degree to which a person actively seeks information about the technology in terms of its functionalities.',10289),(4434,'Awareness of Local Context','The degree to which a person thinks about how the technology fits the individual’s local specifics and own needs.',10289),(4435,'Cognizance of Alternative Technologies','The degree to which a person is aware of a technology’s alternative options and their advantages and drawbacks.',10289),(4436,'Organizational size','Number of employees',10234),(4437,'Manager','Yes/No',10234),(4438,'Negative affect','',10234),(4439,'Age','',10234),(4440,'Computer use at work','(Hours at work)',10234),(4441,'Education','Level',10234),(4442,'Gender','Male/Female',10234),(4443,'Organisational tenure','(Years)',10234),(4444,'Work experience','Yes/No',10234),(4445,'Celerity of sanctions','',10234),(4446,'Severity of sanctions','',10234),(4447,'Certainty of sanctions','',10234),(4448,'IS/IT employee','Yes/No',10234),(4449,'Income','($)',10234),(4450,'Constant','',10237),(4451,'Age','',10237),(4452,'Gender','',10237),(4453,'Location','',10237),(4454,'Total work experience','',10237),(4455,'Experience with current employer','',10237),(4456,'Hours of ICT use per week','',10237),(4457,'Job demand','',10237),(4458,'Job control','',10237),(4459,'Communication of Meaning','The conveyance of meaning attached to a symbol or function. We consider meaning as the interpretation by a user of an underlying real-world phenomenon that a symbol refers to. Symbols serve as a means of communication; successful communication requires the know-how to produce the relevant symbols with the intended meaning.',10288),(4460,'Functional Affordance','Functional affordances refer to potential uses of IT artifacts for users in specified situations. They are relations between technical objects and users, who identify what could possibly be done with the objects The concept focuses on issues related to technical functionality and comprises the feature set of a technical object as perceived by an individual. Functional affordances are possibilities for action that are afforded by technical objects to a specified user group. \r\nMarkus',10288),(4461,'Communication of Values','A technical object communicates values and therefore induces specific behaviors and perceptions of the technical object. Values may be in relation to the entire IT object or to specific functions, but the “reason why” the offered function is desirable is because of something valued.',10288),(4462,'Information Quality','Overall quality perception of the information provided by a system. \r\nWixom',10288),(4463,'System Quality','Overall evaluation of a system in terms of quality.',10288),(4464,'Task Privacy','',10586),(4465,'Avail. Assistance','',10586),(4466,'Perceived Tracking','',10586),(4467,'Perceived Anonymity','',10586),(4468,'Individual Need for Privacy','',10586),(4469,'Transactional Website Use','',10586),(4470,'Asset Specificity','',10584),(4471,'Uncertainty','',10584),(4472,'Perceived Efficiency','',10584),(4473,'Perceived Effectiveness','',10584),(4474,'Ease of Use','',10584),(4475,'Intention to use Infomediary','',10584),(4476,'Risk Awareness','',10584),(4477,'Information Credibility','',10584),(4478,'Product Involvement','',10584),(4479,'Risk Perception','',10583),(4480,'Trust','',10583),(4481,'Familiarity','',10583),(4482,'Willingness to Transact','',10583),(4483,'Collection','',10583),(4484,'Errors','',10583),(4485,'Secondary Use','',10583),(4486,'Improper Access','',10583),(4487,'CFIP (consumers concerns for information privacy)','',10583),(4488,'Perceived Usefulness (PU)','',10582),(4489,'Perceived Ease of Use (PEOU)','',10582),(4490,'Perceived Enjoyment (PE)','',10582),(4491,'Behavioral Intention (BI)','',10582),(4500,'Competence','',10581),(4501,'Benevolence','',10581),(4502,'Integrity','',10581),(4503,'Perceived Usefulness','',10581),(4504,'Perceived ease of use','',10581),(4505,'Intention to Adopt','',10581),(4506,'Trust','',10581),(4507,'Habit','',10577),(4508,'Actual Usage Behavior','',10577),(4509,'Affect','',10577),(4510,'Intentions','',10577),(4511,'Perceived Consequences','',10577),(4512,'Social Factors','',10577),(4513,'Facilitating Conditions','',10577),(4514,'Expectation Disconfirmation at Adoption','',10576),(4515,'Perceived Performance at Adoption','',10576),(4516,'Desire Disconfirmation at Adoption','',10576),(4517,'Satisfaction at Adoption','',10576),(4518,'Post-Adoption Satisfaction','',10576),(4519,'Post-Adoption Expectation Disconfirmation','',10576),(4520,'Post-Adoption Perceived Performance','',10576),(4521,'Post-Adoption Desire Disconfirmation','',10576),(4522,'Effort','Developing the relationship',10575),(4523,'Monit','Monitoring the performance of Supplier',10575),(4524,'Prob','Addressing problems',10575),(4525,'Advantage','The likelihood of Supplier S taking advantage of the relationship',10575),(4526,'Auto','Automation of these activities through IT',10575),(4527,'Moni','Monitoring of interactions through IT by having better information flows',10575),(4528,'Exchg','Exchange and sharing of databases and files',10575),(4529,'Coopflix','Flexibility in the relationship',10575),(4530,'Coopinf','Voluntary exchange of useful information',10575),(4531,'Coopshr','Extent of shared problem solving',10575),(4532,'Cooprst','Restraint in the use of power',10575),(4533,'TC','Transaction Cost',10575),(4534,'REL','Relationalism',10575),(4535,'IT','',10575),(4536,'Tangibles','',10574),(4537,'Empathy','',10574),(4538,'Reliability, Responsiveness, Assurance','',10574),(4539,'Customer Trust','',10574),(4540,'Perceived Risk with Vendor','',10574),(4541,'Customer Loyalty','',10574),(4542,'Cost-to-switch Vendor','',10574),(4543,'Functionality','',10573),(4544,'User Interface','',10573),(4545,'Technical Quality','',10573),(4546,'External Compatibility','',10573),(4547,'Change in User Acceptance','',10573),(4548,'IS Planning Maturity','',10572),(4549,'Project Manager Performance','',10572),(4550,'IS Project Success','',10572),(4551,'Intentions to use','',10571),(4552,'Usefulness','',10571),(4553,'Ease of use','',10571),(4554,'Enjoyment','',10571),(4555,'Information','',10571),(4556,'System','',10571),(4557,'Sociability','',10571),(4558,'Context support','',10571),(4559,'Activity support','',10571),(4560,'Representation support','',10571),(4561,'Insight support','',10571),(4562,'Warmth and cooperation','',10570),(4563,'Inter-unit competitiveness','',10570),(4564,'Perceived unit manager effectiveness','',10570),(4565,'Job interdependency','',10570),(4566,'Individual propensity to learn','',10570),(4567,'Network size','',10570),(4568,'Age','',10570),(4569,'Seniority','',10570),(4570,'Staff personnel','',10570),(4571,'Brand Attachment','',485),(4572,'Brand Attitude Strength','',485),(4573,'Most Difficult Behaviors','',485),(4574,'Moderately Difficult Behaviors','',485),(4575,'Least Difficult Behaviors','',485),(4576,'Perceived Usefulness','',1611),(4577,'Perceived Ease of Use','',1611),(4578,'Usage','',1611),(4579,'Behavioral Intention to Use','',1611),(4580,'Environment-Based Voluntariness','',1611),(4581,'Usefulness','',1609),(4582,'Predicted Usage','',1609),(4583,'Ease of Use','',1609),(4584,'Online Direct Ties','Among the various mechanisms identified, we rate fast receipt of information, information integrity, strong ties, resolving temporal and spatial constraints, transmitting information in parallel, and documenting and retrieving information as high.',151),(4585,'Online Indirect Ties','Among the various mechanisms identified, we rate weak ties, maintenance cost, network reach, third-party surveillance, information integrity, resolving temporal and spatial constraints, and documenting and retrieving information as high for online indirect ties.',151),(4586,'Job Performance','In this work, we anchor on one particular theoretical perspective that explains job performance namely, social networks. Social networks research mainly takes a resource view to explain job performance (e.g., Ahuja et al. 2003; Cross and Cummings 2004; Sparrowe et al. 2001). It argues that an employee’s network ties play an important role in affecting access to important resources that in turn serves as a key mechanism contributing positively to job performance (Brass 1984; Sparrowe et al. 2001).',151),(4587,'Gender','',151),(4588,'Tenure','',151),(4589,'Rank','',151),(4590,'Computer experience','',151),(4591,'Computer self-efficacy','',151),(4592,'Conscientiousness','',151),(4593,'External Legitimacy','',44),(4594,'Internal Legitimacy','',44),(4595,'IS integration with customers','We define IS integration as the extent to which the IS applications of a focal firm work as a functional whole in conjunction with the IS applications of its business partners.',10641),(4596,'IS flexibility','Flexibility connotes the ability of an organization to incur relatively small penalties for departure from an optimal configuration of assets (Carlsson 1989).',10641),(4597,'IS integration with channel partners','We define IS integration as the extent to which the IS applications of a focal firm work as a functional whole in conjunction with the IS applications of its business partners.',10641),(4598,'Knowledge sharing with customers','Knowledge sharing entails sharing insights and understanding of the business context with business partners.',10641),(4599,'Process coupling with customers','',10641),(4600,'Process coupling with channel partners','',10641),(4601,'Knowledge sharing with channel partners','Knowledge sharing entails sharing insights and understanding of the business context with business partners.',10641),(4602,'BU performance','',10641),(4603,'Market Orientation','',10641),(4604,'Firm Size','',10641),(4605,'Use of SEBIs','In essence, the use of SEBIs refers to an explicit or implicit agreement on common specifications for information-exchange formats and processing tasks at the interfaces between interacting supply chain partners.',10640),(4606,'Collaborative Information Exchange','',10640),(4607,'Mutual adaptation','The extent to which supply chain partners adjust their process and procedural and structural parameters to suit each other’s needs and requirements.',10640),(4608,'Adaptive knowledge creation','An enterprise’s ability to leverage the knowledge resources of its partner to create the knowledge required to adapt to market environment.',10640),(4609,'Quality of information exchange','The timeliness, accuracy, relevance, and value of information exchanged between an enterprise and its supply chain partner.',10640),(4610,'Breath of information exchange','The exchange of information covering diverse areas related to interlinked business activities between an enterprise and its supply chain partner.',10640),(4611,'Priviliged information exchange','The exchange of confidential and exclusive information between an enterprise and its supply chain partners that provides the enterprise a unique perspective.',10640),(4612,'Procurement-process digitization','Procurement-process digitization is a technological resource. It accounts for the technological infrastructure and prior experience of a firm with IT use in procurement.',10639),(4613,'Diversity of organizational procurement knowledge','',10639),(4614,'Suppliers\' sales-process digitization','Suppliers’ sales-process digitization refers to the availability and prior use of IT infrastructure and solutions among a firm’s suppliers to support efficient sales to the firm.',10639),(4615,'Organizational perceptions of technological uncertainty','Perceptions of high technological uncertainty are likely to be associated with expectations of frequent changes in product design and specifications, and regular product innovations. Such perceptions lead to environmental scanning and interpretation, and consequent actions by firms (Milliken 1987, Sharma 2000).',10639),(4616,'Organizational perceptions of volume uncertainty','',10639),(4617,'Extent of Internet use in search','',10639),(4618,'Extent of Internet use in OIC','',10639),(4619,'Procurement-process performance','The dependent variable—procurement-process performance—represents the performance advantages due to Internet use in the procurement process.',10639),(4620,'Virtual copresence','Artifacts that induce a subjective feeling of being together with others in a virtual environment.',10638),(4621,'Persistent labeling','The use of a single label to present (identity) oneself.',10638),(4622,'Self-presentation','The means by which the focal person presents herself online.',10638),(4623,'Deep profiling','The digital organization of social information with which community members can identify the focal person.',10638),(4624,'Tenure','',10638),(4625,'Offline activity','',10638),(4626,'Perceived identity verification','',10638),(4627,'Satisfaction','Satisfaction indicates whether a member is content with his access to the community resources.',10638),(4628,'Knowledge contribution','',10638),(4629,'Information need fulfillment','',10638),(4630,'Group identification','',10638),(4631,'IT leveraging competence in NPD','The proposed IT leveraging competence in NPD construct is defined as the ability of NPD work units to effectively use IT functionalities to support the units’ IT-enabled NPD activities. NPD is an information and knowledge intensive process (Madhaven and Grover 1998, Nambisan 2003) and is likely to be facilitated by the effective use of IT functionalities.',10637),(4632,'Effective use of PRMS','PRMS provide IT functionalities designed for the project and process management of NPD projects (McGrath and Iansiti 1998), such as Oracle Project Management tools.',10637),(4633,'Effective use of KMS','KMS have a potential role in supporting knowledge management activities in NPD.',10637),(4634,'Effective use of CWS','CWS, or groupware, are technologies that enable collaborative work by enabling group communication across time and space.',10637),(4635,'IT leveraging competence in NPD indicator','',10637),(4636,'Outstanding benevolence text comments','These text comments capture a seller’s extraordinary evidence of goodwill behavior. Outstanding benevolence comments include (i) a genuine interest in buyers’ interests; (ii) proactively resolving customer problems, viewing problems as joint responsibilities and going beyond the call; (iii) taking initiatives for mutual benefit that exceed short-term profit expectations; and (iv) showing responsiveness and empathy to buyer concerns; and (v) and not exploiting buyers, even given the chance.',10636),(4637,'Abysmal benevolence text comments','These text comments provide evidence of a seller acting opportunistically and trying to exploit buyers. Evidence of malevolent comments include (i) acting opportunistically and deliberately trying to abuse buyers; (ii) focusing on short-term profit maximization by trying to exploit buyer vulnerabilities; and (iii) engaging in intentional product misrepresentation, quality deception, selling counterfeit products, and fraud.',10636),(4638,'Outstanding credibility text comments','These text comments render evidence of a seller excelling in fulfilling transactions, including evidence of (i) exceptional product delivery and transaction fulfillment; (ii) precise product description; and (iii) faithful adherence to contractual requirements, service promises, and product guarantees.',10636),(4639,'Abysmal credibility text comments','These text comments give extraordinary evidence of incompetence and unreliability, such as (i) extreme delays in product deliveries due to incompetence, (ii) shipping problems due to lack of reliability, (iii) contract default (reneging), and (iv) inability to complete basic transaction requirements.',10636),(4640,'Buyer’s past experience (seller)','',10636),(4641,'Benevolence','In the IS literature, benevolence refers to the trustee showing empathy toward the trustor’s needs, and making proactive efforts to resolve the trustor’s concerns (Bhattacherjee 2002).',10636),(4642,'Trust propensity','',10636),(4643,'Credibility','Credibility refers to trust that is based on contracts, laws, and structural assurances, while benevolence refers to trust based on goodwill intentions (Barber 1983, Yamagishi and Yamagishi 1994).',10636),(4644,'Lifetime positive ratings','',10636),(4645,'Buyer’s past experience (marketplace)','',10636),(4646,'Lifetime negative ratings','',10636),(4647,'Price premiums','Price premiums result from high prices that lead to above-average profits (Shapiro 1983). In online marketplaces, a price premium is defined as the monetary amount above the average price received by multiple sellers that sell a perfectly duplicate product during a finite period (Ba and Pavlou 2002).',10636),(4648,'Product price','',10636),(4649,'Auction bids','',10636),(4650,'CPC','Collaborative Product Commerce',10635),(4651,'Collaboration','',10635),(4652,'Product size','',10635),(4653,'Product design cycle time','Product design cycle time is defined as the time elapsed from product conceptualization until final user acceptance of the product design.',10635),(4654,'Design maturity','',10635),(4655,'Process maturity','We defined the process maturity construct based on the capability maturity model—integrated product development (IPD) framework.',10635),(4656,'Product quality','Quality is described as a function of the number of product design defects and ECOs.',10635),(4657,'Product development cost','',10635),(4658,'Product size','',10635),(4659,'Control transparency','Researchers suggest that control transparency refers to the amount and type of information available to interested parties (Finel and Lord 1999) so they know the transaction is taking place properly.',10634),(4660,'Outcome feedback','In communication contexts, Williams (2005) defines organizational transparency as the extent to which the organization provides relevant, timely, and reliable information to external constituents to meet stakeholder demands. We define outcome feedback as the availability of specific information about exchange outcomes.',10634),(4661,'Perceived information quality','',10634),(4662,'Perceived risk','',10634),(4663,'Trusting beliefs','',10634),(4664,'Intention to use','',10634),(4665,'Situational importance','',10634),(4666,'Risk propensity','Risk propensity represents the tendency of individuals to take risky actions and affects perceived risk (Sitkin and Pablo 1992).',10634),(4667,'Disposition to trust','Disposition to trust represents an individual’s general tendency to trust others (Rotter 1971) and serves as a plausible alternative antecedent of trusting beliefs (Gefen et al. 2003a, McKnight et al. 2004).',10634),(4668,'Legal Structure','',10569),(4669,'Supplier Verification','',10569),(4670,'Past Transactions','',10569),(4671,'National Integrity','',10569),(4672,'Buyer\'s Trust','',10569),(4673,'Purchase Intention','',10569),(4674,'Leader-Member Exchange (LMX)','',10568),(4675,'Member Performance','',10568),(4676,'Empowerment Competence','',10568),(4677,'Empowerment: Impact','',10568),(4678,'Empowerment: Meaning','',10568),(4679,'Empowerment: Self-Determination','',10568),(4680,'Group Assignment','',10568),(4681,'Trust Competence','',10568),(4682,'Obligation','',10568),(4683,'Norms','',10568),(4684,'Identification','',10568),(4685,'In-house Systemic Impact Advantage','',10567),(4686,'In-house Systemic View Advantage','',10567),(4687,'In-house Production Cost Advantage','',10567),(4688,'In-house Transaction Cost Advantage','',10567),(4689,'External Pro- Outsourcing Attitude','',10567),(4690,'Outsourcing Decision Making Discretion','',10567),(4692,'Degree of Outsourcing','',10567),(4693,'Firm Size','',10567),(4694,'Usefulness Expectations','',10566),(4695,'Usefulness Disconfirmation','',10566),(4696,'Ease of Use Expectations','',10566),(4697,'Ease of Use Disconfirmation','',10566),(4698,'Satisfaction','',10566),(4699,'Continuance Intention','',10566),(4700,'Usefulness Performance','',10566),(4701,'Ease of Use Performance','',10566),(4702,'Human capital','',10565),(4703,'Organization capital','',10565),(4704,'Information capital','',10565),(4705,'Acquisition','',10565),(4706,'Transfer','',10565),(4707,'Integration','',10565),(4708,'Application','',10565),(4709,'Hospital knowledge assets','',10565),(4710,'Hospital knowledge capabilities','',10565),(4711,'Hospital process capabilities','',10565),(4712,'Hospital type','',10565),(4713,'Outside-in capability','',10565),(4714,'Inside-out capability','',10565),(4715,'Spanning capability','',10565),(4716,'Financial performance','',10565),(4717,'Patient performance','',10565),(4718,'Asset utilization','',10565),(4719,'New revenue opportunity','',10565),(4720,'Profitability','',10565),(4721,'Service attribute','',10565),(4722,'Patient relationship','',10565),(4723,'Hospital image','',10565),(4724,'Security policies','We adopt a broad definition as “guiding statements of goals to be achieved” (Gaston 1996,\r\np. 175) with regard to information security.',10633),(4725,'SETA program','Security Education, Training, and Awareness (SETA) Program',10633),(4726,'Computer monitoring','Within the IS context, examples include tracking employees’ Internet use, recording network activities, and performing security audits (Panko and Beh 2002, Urbaczewski and Jessup 2002).',10633),(4727,'Perceived certainty of sanctions','In this study, certainty of sanctions refers to the probability of being punished.',10633),(4728,'Perceived severity of sanctions','In this study, severity of sanctions refers to the degree of punishment (Tittle 1980) associated with committing IS misuse.',10633),(4729,'IS misuse intention','IS misuse intention is defined as an individual’s intention to perform a behavior that is defined by the organization as a misuse of IS resources (Magklaras and Furnell 2002).',10633),(4730,'Age','',10633),(4731,'Gender','',10633),(4732,'Organization','',10633),(4733,'Moral commitment','',10633),(4734,'Task-relevant cues (INFT)','Task-relevant cues include characteristics, such as navigability, that help in the attainment of the online consumer’s shopping goal.',10632),(4735,'Mood-relevant cues (VAP)','Mood-relevant cues refer to the characteristics, such as visual appeal, that affect the degree to which a user enjoys browsing a website but that do not directly support a particular shopping goal.',10632),(4736,'Perceived usefulness','In this context, perceived usefulness (USFL) refers to the extent to which the online user believes that his or her shopping productivity will be enhanced by using a particular website (Koufaris 2002), implying that online shopping is often a goal-oriented or utilitarian activity (Shang et al. 2005).',10632),(4737,'Perceived enjoyment','In an online context, perceived enjoyment represents (ENJ) “the extent to which the activity of using a website is perceived to be enjoyable in its own right, apart from any performance consequences that may be anticipated” (Davis et al. 1992, p. 1113).',10632),(4738,'Urge to buy impulsively','The urge to buy impulsively is defined as “the state of desire that is experienced upon encountering an object in the environment” (Beatty and Ferrell 1998, p. 172).',10632),(4739,'Compatibility','',10564),(4740,'Familiarity','',10564),(4741,'Cognitive Absorption','',10564),(4742,'User Trust','',10564),(4743,'Adaptive Use Int.','',10564),(4744,'Disposition to trust','',10564),(4745,'Perceived Ease of Use','',10564),(4746,'Perceived Usefulness','',10564),(4747,'Perceived Innovativeness','',10564),(4748,'Perceived Playfulness','',10564),(4749,'Temporal Dissociation','',10564),(4750,'Focused Immersion','',10564),(4751,'Heightened Enjoyment','',10564),(4752,'Control','',10564),(4753,'Curiosity','',10564),(4754,'Perceived service functionality','',10631),(4755,'Service quality','Service quality is a customer’s global subjective assessment of the excellence of her interaction with a vendor and how well her service needs have been met (Dabholkar et al. 2000; Parasuraman et al. 1985, 1988).',10631),(4756,'Perceived website usefulness','',10631),(4757,'Satisfaction with the website','',10631),(4758,'Continued website usage','',10631),(4759,'Restricted access','Having network membership restricted for strategic purposes.',10630),(4760,'Macroculture','Having shared assumptions and values that guide actions and create typical behavior patterns by member firms.',10630),(4761,'Collective sanctions','Ways in which member firms that violate shared norms, values, and goals are punished.',10630),(4762,'Reputation','The assessment of firms’ competence, skills, character, reliability, etc. within the network.',10630),(4763,'Coordinating exchanges','The ease with which interactions between members are conducted.',10630),(4764,'Safeguarding exchanges','The degree to which interactions between members are protected.',10630),(4765,'Access to, and transfer of, strategic resources','• Access to strategic resources: The potential of the network to help members acquire value-adding resources, and\r\n• Transfer of strategic resources: The degree to which value-adding resources are acquired by firms as a result of their membership of the network.',10630),(4766,'Task uncertainty','In the context of outsourcing, task uncertainty can be defined as the degree to which the specific requirements or intermediate outcomes associated with a task or activity cannot be anticipated or forecast.',10629),(4767,'Degree of core competency involvement','Quinn and Hilmer (1994) pointed out that much of the description of core competencies in the outsourcing literature is tautological because core is defined as key or fundamental, usually without illustrating essential traits or characteristics of core competencies.',10629),(4768,'Technical knowledge','',10629),(4769,'Relationship management knowledge','',10629),(4770,'Cost of outsourcing arrangement','',10629),(4771,'Current duration of outsourcing arrangement','',10629),(4772,'Trust','The trust construct of our research model maps to the TCE dimension of opportunism as trust is viewed as the opposite of opportunism (Ghoshal and Moran 1996, Williamson 1985).',10629),(4773,'Amount of formal control','In this study, we define the amount of formal control as the variety of mechanisms used by a client to exercise control over a vendor and the extent to which the mechanisms are used.',10629),(4774,'Perceived Sacrifice','',10562),(4775,'Perceived Service Quality','',10562),(4776,'Perceived Service Outcome','',10562),(4777,'Online Customer Loyalty','',10562),(4778,'Live Help Technology','',10562),(4779,'Product Knowledge','',10562),(4780,'Openness','Individuals described as high on the openness-to-experience dimension of personality are willing to try new and different things. They actively seek out new and varied experiences, and value change (McCrae and Costa 1997).',10628),(4781,'Neuroticism','People low in neuroticism are emotionally stable and well-adjusted; in contrast, those high in neuroticism are anxious, self-conscious, paranoid, and prone to negative emotions and negative reactions to work-related stimuli.',10628),(4782,'Agreeableness','The agreeable personality is described as being kind, considerate, likable, helpful, and cooperative (Graziano and Eisenberg 1997).',10628),(4783,'Conscientiousness','Conscientious personalities are intrinsically motivated to achieve, perform at a high level, and take actions to improve their job performance.',10628),(4784,'Extraversion','The TRA explicitly identifies extraversion as an example of a personality trait that will have an effect on one’s beliefs about a particular behavior. Those high in extraversion are social, active, and outgoing, and place a high value on close and warm interpersonal relationships (Watson and Clark 1997).',10628),(4785,'Computer self-efficacy (CSE)','Compeau and Higgins (1995) defined computer self-efficacy (CSE) as a judgment of one’s capability to use a computer.',10628),(4786,'Ease-of-use','',10628),(4787,'Usefulness','',10628),(4788,'Intention to use','',10628),(4789,'Subjective norms','Subjective norms are one such cognition, representing a person’s perception of social pressure to perform or not perform a behavior under consideration.',10628),(4790,'System use','We measure actual system use based on user activity log files, kept for the 14-week duration of the fall semester.',10628),(4791,'Control variables','',10628),(4792,'Item','',10626),(4793,'Item \"on me\"','',10626),(4794,'Item in future','',10626),(4795,'PUOS','Perceived usefulness of online store, attitude of consumer toward store.',10626),(4796,'Model','',10626),(4797,'Attitude','',10626),(4798,'Interaction','',10626),(4799,'Actual punishment','In this study, actual punishment refers to the frequency and magnitude of aversive stimuli or negative consequences for employees as a result of noncompliant IT behavior.',10625),(4800,'Punishment expectancy','Punishment expectancy, in this paper, refers to the expectation that noncompliant IT usage behavior will be punished.',10625),(4801,'Perceived justice of punishment','',10625),(4802,'Compliance intention','In the context of our study, compliance intention refers to following the ERP operating standards of this particular company.',10625),(4803,'Satisfaction','',10625),(4804,'Perceived usefulness','',10625),(4805,'Perceived ease of use','',10625),(4806,'Continuance','Continuance commitment has been defined as “an awareness of the costs associated with leaving an organization” (Meyer and Allen 1991, p. 67) and as “the degree to which an individual experiences a sense of being locked in place because of the high costs of leaving” (Jaros et al. 1993, p. 954).',10624),(4807,'Affective','Affective commitment has been defined as “the employee’s emotional attachment to, identification with, and involvement in the organization” (Meyer and Allen 1991, p. 67).',10624),(4808,'Normative','Normative commitment is a third distinct form of organizational commitment that has been defined as “a feeling of obligation to continue employment” (Meyer and Allen 1991, p. 67) with an organization.',10624),(4809,'Reading threads','Reading threads is a primary mechanism by which individuals obtain the direct informational and social benefits available from a community (Butler 2001, Welser et al. 2007).',10624),(4810,'Posting replies','Individuals who post replies are contributing new information resources that help others (Lakhani and von Hippel 2003).',10624),(4811,'Moderating discussions','',10624),(4812,'Age','',10624),(4813,'Gender','',10624),(4814,'Tenure','',10624),(4815,'Effective use of PRMS','Improvisation is based on identifying and drawing on existing resources to spontaneously create new resource combinations (Miner et al. 2001). Because improvisation is a patterned capability that can be enhanced with practice, a set of rules for managing existing resources provides the foundations for effective improvisation (Vera and Crossan 2005).',10623),(4816,'Effective use of OMS','',10623),(4817,'Effective use of CWS','',10623),(4818,'Improvisational capabilities','We introduce improvisational capabilities as an alternative means for managing highly turbulent environments; we define this as the ability to spontaneously reconfigure existing resources to build new operational capabilities to address urgent, unpredictable, and novel environmental situations.',10623),(4819,'Environmental turbulence','Environmental turbulence describes the general conditions of unpredictability because of changes in customer needs, new technologies, and strategic moves by aggressive competitors (D’Aveni 1994).',10623),(4820,'Dynamic capabilities','The scale of dynamic capabilities is based on the work of Pavlou and El Sawy (2006).a First, sensing capability (or market orientation) captures the generation, dissemination, and responsiveness to market intelligence (Jaworski and Kohli 1993). Second, learning capability (or absorptive capacity) captures the acquisition, assimilation, transformation, and exploitation of knowledge (Cohen and Levinthal 1990). Third, coordinating capability captures resource allocation, task assignment, and synchronization (Crowston 1997). Fourth, integrating capability captures the contribution, representation, and interrelation of individual inputs (Weick and Roberts 1993).',10623),(4821,'Operational capabilities','The ability to build quality new products by efficiently undertaking substantive day-today activities',10623),(4822,'Competitive advantage','This is operationalized as the combination of process efficiency and product effectiveness by multiplyingthe efficiency and effectiveness items (Kenny and Judd 1984)',10623),(4823,'Backend integration','Links Web applications with back-office databases and facilitates information sharing along the value chain” (Zhu and Kraemer 2005, p. 67).',10622),(4824,'Managerial skills','',10622),(4825,'Partner support','Partner support reflects the extent to which external resources (suppliers’ and business partners’) support inter-firm coordination (outside-in). Managerial skills enable a firm to glue these inside and outside resources into the overall corporate strategy (spanning).',10622),(4826,'Process performance','',10622),(4827,'Competitive position','We measure competitive position by the extent to which the firm’s relative position in competition has been improved through IT-enabled supply chain integration (CP).',10622),(4828,'Disposition to trust','',10621),(4829,'Dollar value','',10621),(4830,'Familiarity','',10621),(4831,'Perceived Trust','',10621),(4832,'Perceived Risk','',10621),(4833,'Perceived Benefit','',10621),(4834,'Willingness to purchase','',10621),(4835,'Expectation','',10621),(4836,'Purchase','',10621),(4837,'Perceived performance','',10621),(4838,'Confirmation','',10621),(4839,'e-Loyalty','The ultimate endogenous construct of this study, consumer e-loyalty e-LOYALTY has its roots in the consumer behavior literature. In this study, we conceptualize consumer e-loyalty as a positive attitude reflecting three concepts (Rowley and Dawes 1999): retention (i.e., repeated patronage) to the e-tailer website, intention to repurchase from the e-tailer website, and willingness to recommend the website to friends. Obviously, the three sets of behavior that comprise loyalty are extremely desirable, and commercially valuable, to e-tailers. Numerous studies have revealed that customer satisfaction positively affects customer loyalty (Oliver 1999, Singh and Sirdeshmukh 2000, Yi and La 2004).',10621),(4840,'Satisfaction','',10621),(4841,'Decision control rights (DCR) decentralization','The extent to which the decision rights associated with project ratification and monitoring activities lean more towards the client department vis-à-vis the IT unit.',10620),(4842,'Decision management rights (DMR) centralization','The extent to which the decision rights associated with project initiation and implementation activities lean towards the ITunit vis-à-vis the client department.',10620),(4843,'Client department\'s technical knowledge','The client department’s knowledge of software design, programming, and software development processes.',10620),(4844,'IT unit\'s business application domain knowledge','The IT unit’s knowledge of the business processes, business rules, policies and procedures, and the business objectives associated with the project’s problem domain.',10620),(4845,'DCR exercise effectiveness','How well project ratification and monitoring—the activities associated with project DCRs—are accomplished during the ISD process. Such activities include project budget and schedule specification, establishing project expectations, and establishment of milestones and project deliverables',10620),(4846,'DMR exercise effectiveness','How well project initiation and implementation—the activities encompassed by project DMRs—are accomplished during the ISD process. Such activities include system architecture development and design, development methodology selection, choice of programming language, and implementation of the desired features and functionality in the system.',10620),(4847,'ISD efficiency','The extent to which a project is completed on schedule, within budget, and with minimal extraneous rework.',10620),(4848,'ISD effectiveness','The extent to which the completed system satisfactorily fulfils client department needs.',10620),(4849,'Perceived anonymity of self','',10619),(4850,'Perceived anonymity of others','',10619),(4851,'Perceived media richness','The media richness theory, developed by Daft and Lengel (1986) and Daft et al. (1987), is used to characterize a medium’s ability to change understanding within a specific time interval.',10619),(4852,'Perceived intrusiveness','Perceived intrusiveness refers to the extent to which individuals perceive unsolicited invasion into their personal space (Burgoon et al. 1989).',10619),(4853,'Privacy concerns','Generally, great privacy concerns indicate a lack of confidence in the reliability and integrity of others, and this inevitably leads to a corresponding reduction in self-disclosure, because the potential risks to individuals are substantial.',10619),(4854,'Social rewards','In particular, we propose that individuals derive certain intangible benefits from such interactions, which is referred to as social rewards in this paper, and that these intangible benefits can be just as compelling as privacy concerns in affecting behavior.',10619),(4855,'Self-disclosure','In this study, self-disclosure refers to the act of revealing truthful personal information to others (Wheeless and Grotz 1976).',10619),(4856,'Misrepresentation','Misrepresentation is about falsifying personal information.',10619),(4857,'Intrinsic motivation toward accomplishment','Specifically, IMap refers to the pleasure and satisfaction experienced while individuals are trying to solve problems or accomplish something (e.g., Nicholls 1984, White 1959).',10618),(4858,'Intrinsic motivation to know','IMkw is the enjoyment individuals experience when learning or exploring things (e.g., Berlyne 1971, Brophy 1987).',10618),(4859,'Intrinsic motivation to experience stimulation','IMst pertains to the intensely pleasant feelings associated with performing certain activities (e.g., Csikszentmihalyi 1978, Zuckerman 1979).',10618),(4860,'Perceived usefulness','As defined by Davis et al. (1989), PU refers to users’ perceptions of whether using IS will effectively enhance their work performance.',10618),(4861,'Perceived Ease of Use','',10618),(4862,'Personal Innovativeness with IT','PIIT refers to the degree to which an individual is willing to try out a new technology and characterizes individuals’ risktaking propensity and tolerance of uncertainty during the technology use process (Agarwal and Prasad 1998, Rogers 2003).',10618),(4863,'Computer Self-Efficacy','',10618),(4864,'Age','',10618),(4865,'Education','',10618),(4866,'Gender','',10618),(4867,'Prior Use Time','',10618),(4868,'Tenure','',10618),(4869,'Routine use','In essence, RTN reflects employees’ engagement in repetitive use of implemented IS (Cooper and Zmud 1990, Saga and Zmud 1994).',10618),(4870,'Innovative use','INV refers to employees’ exploring and incorporating novel ways to use the system to support their work.',10618),(4871,'Reward expectancy','We define reward expectancy as the expectation that IT compliance will be rewarded.',10617),(4872,'Punishment expectancy','We define punishment expectancy as the expectation that noncompliant IT use will be punished.',10617),(4873,'Promotion focus','',10617),(4874,'Prevention focus','',10617),(4875,'Compliance behavior','We define IT compliance as the extent to which employees follow organizational IT policies to appropriately use the target IT in their job.',10617),(4876,'Perceived usefulness','',10617),(4877,'Perceived ease of use','',10617),(4878,'Age','',10617),(4879,'Gender','',10617),(4880,'Education level','',10617),(4881,'Visual appeal','Overall perceptions of a website’s aesthetics and appearance.',10616),(4882,'Competent behavior','Perceptions of one’s ability to meet needs in a relationship.',10616),(4883,'Relationship compatibility','Perception that the website content communicates values and beliefs that are compatible with the values and beliefs of the customer.',10616),(4884,'Relationship receptiveness','Perception of an organization’s desire to enter into a customer relationship.',10616),(4885,'Perceived relationship reward','Perceptions of overall possible benefits from interactions with a Web-based organization in an online B2C relationship.',10616),(4886,'Perceived usefulness','',10616),(4887,'Perceived ease of use','',10616),(4888,'Attraction toward a website','An attitude or summary evaluation of an overall initial appeal of a website.',10616),(4889,'Intention to use a website','',10616),(4890,'Structural capital','Structural capital is “the overall pattern of connections between actors—that is, who you reach and how you reach them” (Nahapiet and Ghoshal 1998, p. 244).',10615),(4891,'Cognitive capital','Cognitive capital is defined as those resources that enable shared representations and interpretations among parties (Cicourel 1973).',10615),(4892,'Relational capital','Relational capital involves assets that are created and leveraged through social relationships, including trust and trustworthiness, norms, obligations, and identification (Nahapiet and Ghoshal 1998).',10615),(4893,'Service quality','',10615),(4894,'User satisfaction','',10615),(4895,'Gender','',10615),(4896,'Age','',10615),(4897,'Education','',10615),(4898,'Tenure','',10615),(4899,'Computer experience','',10615),(4900,'Organization','',10615),(4901,'Industry self-regulation','',10614),(4902,'Government legislation','',10614),(4903,'Perceived control','',10614),(4904,'Context-specific privacy concerns','',10614),(4905,'Online presentation self-efficacy','The specific form of self-efficacy relevant to our study is online presentation self-efficacy that refers to individuals’ belief in their own ability to present their image in the VC of interest.',10613),(4906,'VC involvement','For our study, the relevant form of this construct is VC involvement, defined as a state of motivation, arousal, or interest toward the online community (Dholakia and Bagozzi 2004)',10613),(4907,'Online self-presentation norms','The internalization of perceived online self-presentation norms serves to develop individuals’ desire to present their own online image.',10613),(4908,'Desire for online self-presentation','The extent to which an individual wants to present his or her preferred image in a VC of interest',10613),(4909,'Intention to purchase digital items','',10613),(4910,'Gender','',10613),(4911,'Age','',10613),(4912,'VC tenure','',10613),(4913,'Peer influence','',10612),(4914,'Supervisory authority influence','',10612),(4915,'Perceived environmental uncertainty','',10612),(4916,'Perceived gain in competitive advantage','',10612),(4917,'Availability of resources','',10612),(4918,'Top management support','',10612),(4919,'IT capability','',10612),(4920,'Cultural acceptability','',10612),(4921,'Adoption of information security management','',10612),(4922,'Assimilation of information security management','',10612),(4923,'Organization size','',10612),(4924,'IT budget','Bharadwaj (2000, p. 171) defines IT capability as “an ability to mobilize and deploy IT-based resources in combination or copresent with other resources.”',10612),(4925,'Time since adoption','',10612),(4926,'Industry type','',10612),(4927,'Security standard','',10612),(4928,'PEMs','Preference elicitation method',10611),(4929,'Trade-off difficulty','A type of negative emotion that arises when attainment of one’s goals is blocked by the attainment of other goals.',10611),(4930,'Perceived control','Perceived control is defined as the degree to which a person feels that he or she can impact one’s own activities or given conditions in correspondence with higher order goals (Frese 1987).',10611),(4931,'Perceived accuracy','',10611),(4932,'Perceived effort','',10611),(4933,'Intentions to use RAs','',10611),(4934,'Social information consumption on an SNS','By contrast, social information consumption is passive in nature and takes place when users follow updates and interaction of others (e.g., SNS friends), browse through the web of interconnected users, or examine the profiles of others on an SNS.',10610),(4935,'Envy on an SNS','',10610),(4936,'Cognitive well-being','Cognitive well-being was conceptualized as a “satisfaction with life,” since it has been routinely used as the most critical marker of SWB in the cognitive domain (Diener 1994, p. 107).',10610),(4937,'Affective well-being','',10610),(4938,'Self-enhancement on an SNS','Self-enhancement is motivated by the “value users derive from being able to improve their self-concept in relation to others” using SNSs (Krasnova et al. 2010, p. 112). It “refers to the process by which individuals attempt to control the impressions others form of them,” as can be witnessed in the qualitative properties of the information users share on the network (Leary and Kowalski 1990, p. 34).',10610),(4939,'Gender','',10610),(4940,'Age','',10610),(4941,'Neuroticism','',10610),(4942,'Extraversion','',10610),(4943,'Social information sharing','',10610),(4944,'Number of SNS friends','',10610),(4945,'Dispositional envy','Dispositional envy— a stable individual property—reflects an “individualdifference variable referring to one’s general tendency to feel envy” (Cohen-Charash 2009, pp. 2131–2132).',10610),(4946,'Extra-role behaviors','Security behaviors that benefit organizations but are not specified in ISPs',10609),(4947,'In-role behaviors','Defined as behaviors specified by or associated with ISPs',10609),(4948,'ISP effectiveness','The extent to which an ISP reaches its objectives and goals concerning the security and protection of an organization’s information (Knapp et al. 2007, Posey et al. 2014).',10609),(4949,'Involvement','Involvement refers to the time and energy one spends on conventional societal actions. According to Hirschi (1969).',10609),(4950,'Attachment','Attachment refers to employees’ associations with others around them.',10609),(4951,'Belief','Belief refers to the extent to which individuals think that performing certain behaviors is ethically correct.',10609),(4952,'Commitment','Commitment in SCT traditionally refers to one’s identification with and dedication to one’s role in society.',10609),(4953,'Specification','Specification refers to formalized statements that articulate desired behavioral outcomes and that are typically codified as organizational policies and procedures.',10609),(4954,'Evaluation','Evaluation is a process of data collection and comparison to examine how well an individual’s behavior or performance meets the specification.',10609),(4955,'Reward','Reward refers to the implicit or explicit consequences of violating or complying with the specified behavior.',10609),(4956,'Social control','In this study, social control is considered a second-order formative construct containing four reflective constructs.',10609),(4957,'Format control','Formal control includes three components. Twelve items (four items for each component) adopted from Boss et al. (2009) were used to assess those components.',10609),(4958,'Perceived credibility','OSS developers’ perception of its expertise and trustworthiness',10608),(4959,'Perceived openness','Its mutual knowledge exchange with the community',10608),(4960,'Social identification','Social identity theory (Turner and Oakes 1986) proposes that individuals develop social identification with a group by categorizing themselves. The desire to feel connected to social groups is a basic human need, which has been proven powerful in work contexts by extensive research on “organizational commitment” (Allen and Meyer 1996) and “organizational identification” (Van Dick et al. 2006).',10608),(4961,'Intrinsic motivation','A desire to engage in activities because they are interesting or inherently rewarding (Deci and Ryan 1985). Intrinsic motivation includes the fun and enjoyment of completing technical tasks, peer recognition (Lakhani and Wolf 2005), altruism (Bitzer et al. 2007), and learning (David and Shapiro 2008).',10608),(4962,'Knowledge self-efficacy','Knowledge self-efficacy is the belief that one has the ability and expertise to contribute to discussions, to solve problems for others, or to otherwise make a difference by participating (Kankanhalli et al. 2005).',10607),(4963,'Self-identity verification','In contrast to community identification, which reflects how individuals relate to their community at large, self-identity verification captures the cognitive processes by which people analyze interpersonal interactions to determine whether their unique self views and self behavior match how others see them (Stets and Burke 2000).',10607),(4964,'Community identification','Community identification refers to the extent to which one’s personal identity overlaps with the positive traits, abilities, and values of a community (Bhattacharya et al. 1995, Tajfel 1974).',10607),(4965,'Community engagement','In this study, we adapted the concept of community engagement (Algesheimer et al. 2005) toward prosocial contributions in online communities. We conceptualized online community engagement as the enthusiasm of members for contributing to their community because they feel it is an action that is effective, meaningful, and challenging.',10607),(4966,'Satisfaction','Satisfaction has been previously seen as an evaluation of the exchange proposition of the community as a whole and found to partially mediate the influence of key identity beliefs on behavior (Ma and Agarwal 2007). Satisfaction results from a cost-benefit assessment of one’s prior expectations of how well one’s needs might be fulfilled (Anderson and Sullivan 1993).',10607),(4967,'Knowledge contribution','Reflects a personal drive to fulfill community needs',10607),(4968,'Positive word of mouth','In studies of consumer behavior, positive word of mouth is treated as a prosocial behavior attributed to a “helping the company” motivation, wherein people’s satisfaction with prior consumption experience influences their subsequent desire to say positive things about the company (Hennig-Thurau et al. 2007).',10607),(4969,'Product type (experience good)','Experience versus search goods',10606),(4970,'Website media','(Visualization Systems) We focus on website media as visualization systems that enable sellers to offer experiential product information to help consumers visually experience the attributes of products that otherwise cannot be learned (Dimoka et al. 2012, De et al. 2013).',10606),(4971,'Online product forums','Consumers in online markets use Internet-enabled collaborative shopping systems (Zhu et al. 2010), such as online product forums, to share experiences and opinions about products.',10606),(4972,'Product fit uncertainty','The degree to which a consumer cannot assess whether a product’s attributes match her preference.',10606),(4973,'Product familiarity','Product familiarity is defined as the level of previous knowledge and usage experience with a product class (Johnson and Russo 1984).',10606),(4974,'Product quality uncertainty','Consumers may not be certain about exact product quality, which we refer to as “product quality uncertainty.”',10606),(4975,'Product returns','',10606),(4976,'Personal innovativeness','',10605),(4977,'Relevance','',10605),(4978,'Timeliness','',10605),(4979,'Customization','',10605),(4980,'Comfort with changes','',10605),(4981,'Consistency','',10605),(4982,'Perceived usefulness','',10605),(4983,'Perceived ease of use','',10605),(4984,'Intention to use future features','',10605),(4985,'Intention to use digital library','',10605),(4986,'Computer self-efficacy','',10605),(4987,'Screen layout','',10605),(4988,'Terminology','',10605),(4989,'External pressure','These external pressures represent socially prescribed norms, values, and expectations to which organizations must conform in order to sustain necessary social resources for their survival (Meyer and Rowan 1977).',10604),(4990,'Information systems resources','Recognizing the variety of conceptual frameworks defining what constitutes IS resources (e.g., Bharadwaj 2000, Sambamurthy et al. 2003), we adopt the definition of IS resources suggested by Wade and Hulland (2004) and identify that IS resources consist of both assets and capabilities associated with external relationships management, IS/business partnership, market responsiveness capability, IS planning and change management, IS infrastructure, IS technical skills, IS development, and cost effective IS operations.',10604),(4991,'Integrated information delivery','Refers to the ability of the amalgam of the organization’s information systems to deliver needed information to individuals at hierarchical levels and across processes',10604),(4992,'Effective information use','Effective information use, refers to the extent to which information provided by the organization’s information systems is successfully utilized to enable and support its business strategies and value-chain activities.',10604),(4993,'Organizational size','Organizational size is measured by both the number of employees in the company and the company’s revenue in the most recent reporting year, both of which are reported by the survey respondents',10604),(4994,'Industry type','',10604),(4995,'Time','',10604),(4996,'Perceived diagnosticity','We define perceived diagnosticity of a search experience as the extent to which a user believes that a website helps her to effectively access and evaluate relevant products in a search process.',10603),(4997,'Perceived serendipity','The extent to which a user believes that a website helps her to discover useful products beyond her original expectation in a search process (McCay-Peet and Toms 2011, Sun et al. 2013).',10603),(4998,'Decision satisfaction','Decision satisfaction captures the extent to which users are content with their decision outcomes derived from the product search process (Haubl and Trift 2000, Kamis et al. 2008).',10603),(4999,'Familiarity','When a new technology is introduced, people are naturally ignorant of what it is and/or what it does. Familiarity with a new technology develops as people learn about or interact with it (Yoon and Rolland 2012).',10602),(5000,'Trust in bank','',10602),(5001,'Perceived control','In the context of personal information, perceived controlis the extent to which a consumer feels that he or she has influence over their personal information that another party (individual, merchant, institution, government, etc.) possesses (Bateson and Hui 1992, Arcand et al. 2007).',10602),(5002,'Account security','Account security is the belief that the technology (biometric identity authentication) will keep one’s bank account safe from the threat of unauthorized access.',10602),(5003,'Convenience','',10602),(5004,'Privacy concerns','We employ a definition of privacy concerns from Pavlou et al. (2007, p. 113): “consumer beliefs about a seller’s inability and[/or] unwillingness to protect her personal information from improper use, disclosure to third parties, and secondary use without the buyer’s consent.”',10602),(5005,'Security concerns','We define security concerns as consumer beliefs that the holder of personal information will not have the “technical guarantees that ensure the legal requirements and good practices with regard to privacy will be effectively met” (Flavián and Guinalíu 2006, p. 604).',10602),(5006,'Attitude','',10602),(5007,'IOS-enabled knowledge sharing','IOS-enabled knowledge sharing refers to the extent to which an IOS is configured to exchange and process, in a timely manner, useful information (also called explicit knowledge) between collaborating firms.',10601),(5008,'Joint Performance','Joint performance was measured by an established three-item perceptual measure of the joint profit gains of the channel dyad (Jap 1999). A profit-related indicator aggregates the key performance measures of revenue growth and cost savings underlying product distribution to market and is likely to be more accurate (Jap and Anderson 2003) than other performance indicators often used in supply chain research (e.g., operating efficiency, customer satisfaction, and new product introduction speed) (Im and Rai 2008, Luo et al. 2006). We used a nonnumerical, nonarchival performance measure because (1) unlike supplier and buyer profits that are more easily acquired, no accounting measure in itself readily quantifies the joint profit resulting from a dyad’s collective effort (Jap and Anderson 2003); and (2) perceptual measures are not subject to product category or industry-specific effects (Zhou et al. 2005).',10601),(5009,'IOS adaptability','We define IOS adaptability as the capacity of IOS to be readily adjusted and reconfigured to respond to the need for change.',10601),(5010,'Normative distance','Normative distance is the institutional difference in shared values, assumptions, and social norms in channel relationships, such as norms concerning trust and cooperation, moral obligation to provide high quality services/products, and standards of business conduct (Scott 2001, p. 48).',10601),